The Future of Nursing Leadership: Adapting Leadership Styles for Remote Work Environments

The Future of Nursing Leadership: Adapting Leadership Styles for Remote Work Environments

Zheng Ying¹, Mohamed Ayyub Hassan¹*, Nur Ainaa Amirah Shahrulnizam¹, Beni Widarman Yus Kelana², Mohd Saiful Izwaan Saadon³, Rogis Baker⁴

¹Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia

²Faculty of Management, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia

³Faculty of Maritime Studies, Universiti Malaysia Terengganu, 21030 Kuala Nerus, Terengganu, Malaysia

⁴Faculty of Defence Studies & Management, National Defence University of Malaysia, 57000 Kuala Lumpur, Malaysia

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90300182

Received: 27 February 2025; Revised: 06 March 2025; Accepted: 08 March 2025; Published: 06 April 2025

ABSTRACT

This article examines the essential role of nursing leadership in managing remote teams, emphasizing the integration of Leader-Member Exchange (LMX) theory and adaptive leadership to address the challenges of virtual healthcare environments. As remote work gains prominence in nursing, maintaining effective communication, fostering engagement, and ensuring high-quality patient care necessitate innovative leadership strategies. LMX theory focuses on cultivating trust-based relationships between leaders and team members, enhancing job satisfaction, performance, and retention. In remote settings, where physical distance can weaken team cohesion, LMX principles offer personalized support and strengthen bonds through tailored communication and recognition. Adaptive leadership complements this by providing a flexible framework for navigating evolving healthcare demands. By promoting innovation, continuous learning, and collaborative problem-solving, adaptive leaders empower nurses to take initiative and respond to changing circumstances. This approach mitigates challenges like professional isolation, burnout, and inconsistent clinical decision-making, fostering a culture of responsiveness and shared ownership. This study employs a qualitative methodology through a systematic literature review of peer-reviewed articles published between 2020 and 2025 from Web of Science and Scopus. Thematic analysis was used to identify effective leadership practices, key strategies, and challenges in managing remote nursing teams. The findings highlight the importance of personalized communication, professional development opportunities, and two-way feedback mechanisms in building engaged, motivated teams. Digital tools and virtual mentorship also play a crucial role in enhancing collaboration and maintaining team morale. By integrating LMX and adaptive leadership theories, nursing leaders can create supportive, resilient work environments, improving job satisfaction, retention rates, and patient care outcomes. This comprehensive approach offers valuable insights into the future of nursing leadership, providing practical strategies to navigate remote work complexities and drive organizational success in an evolving healthcare landscape.

Keywords: Remote nursing, leadership strategies, transformational leadership, Leader-Member Exchange (LMX), virtual mentorship, healthcare management.

INTRODUCTION

The rapid advancement of technology and the unprecedented global health crises posed by the COVID-19 pandemic have profoundly transformed the healthcare landscape (Hofmeyer & Taylor, 2020). As a result, remote work environments have gained significant traction across various sectors, including healthcare (Prestia, 2020). This paradigm shift has introduced both opportunities and challenges for nursing leadership, necessitating the adaptation of traditional leadership approaches to effectively manage and support remote teams (Hurmekoski et al., 2023). In the nursing profession, where teamwork, communication, and a shared sense of purpose are fundamental to delivering high-quality patient care, innovative and adaptable leadership styles have become increasingly essential (Alkhaqani, 2022). Nursing leadership plays a pivotal role in shaping healthcare outcomes, influencing organizational culture, and fostering the professional development of nursing staff (Alsadaan et al., 2023). Effective leadership ensures that nurses remain motivated, engaged, and capable of providing compassionate, evidence-based care despite logistical and emotional challenges (Wei et al., 2023). In remote work environments, the absence of physical proximity adds a layer of complexity to these responsibilities, making it imperative for nursing leaders to develop new competencies and strategies tailored to virtual settings (Scortzaru et al., 2024).

One of the primary challenges in remote nursing leadership is maintaining effective communication (Kamal Bahrain et al., 2023). Traditional face-to-face interactions are often replaced by digital platforms, which, while convenient, can sometimes hinder the immediacy and clarity of exchanges (Laukka et al., 2022). To facilitate transparent, timely, and supportive communication, nursing leaders must become proficient in leveraging virtual technologies (Badrinarayanan, 2024). Moreover, fostering and maintaining team cohesion within a dispersed workforce requires intentional efforts to build a sense of community and shared objectives (Grossman et al., 2021). This can be achieved through regular virtual meetings, collaborative projects, and opportunities for informal social interaction (Grossman et al., 2021). In addition to communication, remote work environments demand a shift in performance management and accountability (Badrinarayanan, 2024). Without the advantage of direct, in-person observation, nursing leaders must establish clear expectations, provide consistent feedback, and monitor performance through data-driven methods (Badrinarayanan, 2024). Trust becomes a cornerstone of effective remote leadership, as leaders must balance oversight with autonomy, empowering nurses to take initiative while ensuring alignment with organizational goals (Brown, 2020).

The adaptation of leadership styles is crucial to addressing the unique demands of remote nursing practice (Scortzaru et al., 2024). Transformational leadership, which emphasizes vision, inspiration, and individualized support, has been shown to enhance job satisfaction and performance in virtual settings (Al-Thawabiya et al., 2023). Similarly, servant leadership, which prioritizes the well-being and development of team members, fosters a supportive and resilient remote work culture (Demeke & Markos, 2024). Additionally, adaptive leadership, which advocates for flexibility in response to varying team needs and circumstances, proves valuable in navigating the dynamic nature of remote healthcare delivery (Aouad et al., 2024). As the future of healthcare continues to evolve, the ability of nursing leaders to adapt their leadership styles will be instrumental in ensuring staff well-being and optimal patient outcomes. This concept paper explores the evolving role of nursing leadership in remote work environments, examining the challenges, strategies, and leadership models that can support effective team management and high-quality care delivery. Through this exploration, the paper aims to provide a comprehensive understanding of how nursing leadership can be reimagined to meet the demands of a digital and decentralized healthcare landscape.

Problem Statement

Despite becoming more prevalent, remote nurse employment presents significant challenges for effective leadership (Hurmekoski et al., 2023). In virtual settings, traditional hierarchical leadership styles often fail to adequately meet nurses’ psychological and professional needs. Job satisfaction and engagement can be negatively impacted by burnout, isolation, and a lack of direct supervision (Bahrain and Maidin, 2023). The transition to remote work has disrupted traditional support systems and workflow dynamics, making it more difficult for nursing leaders to monitor performance, provide timely guidance, and remain vigilant (Prestia, 2020). Furthermore, informal peer interactions—crucial for knowledge transfer and emotional support—are often restricted in remote work settings (Van Zoonen and Sivunen, 2021). The lack of real-time supervision may impede professional development opportunities and result in inconsistent clinical decision-making (Crane et al., 2022). These challenges can ultimately lead to higher turnover rates, decreased motivation, and a decline in the overall quality of patient care in remote nursing settings if proactive leadership approaches are not implemented.

The reduced interpersonal interactions in virtual environments significantly affect team morale and cohesiveness (Grossman et al., 2021). Without face-to-face communication, misunderstandings and misinterpretations become more likely, weakening nursing team collaboration and trust (Alkhaqani, 2022). Moreover, remote work settings often lack adequate mechanisms to acknowledge and recognize nurses’ efforts, leading to feelings of disengagement and undervaluation (Alahiane et al., 2023). Research also indicates that the absence of informal peer interaction and real-time feedback can further erode professional relationships, making it difficult to establish a cohesive team culture (Tavoletti et al., 2023). Additionally, virtual settings may limit opportunities for mentoring and spontaneous problem-solving, reducing knowledge-sharing effectiveness across nursing teams (Suarez, 2021).

Given these challenges, there is an urgent need for innovative leadership strategies that foster engagement, enhance communication, and create a sense of belonging in remote nursing environments. Current leadership models often fall short in addressing the complexities of virtual nursing teams, leading to disengagement, inconsistent performance, and compromised patient care. To address these gaps, this concept paper proposes an adaptive leadership framework that integrates digital tools, emotional intelligence (EI), and effective leadership models. By exploring these elements, the paper aims to enhance employee engagement, improve job satisfaction, and strengthen overall efficacy in remote nursing environments. Through this framework, the study aims to enhance employee engagement, improve job satisfaction, and strengthen overall efficacy in remote nursing environments.

LITERATURE REVIEW

Leadership Styles in Nursing 

Nursing leadership plays a crucial role in shaping team performance, engagement, and job satisfaction, especially in the context of remote and virtual work environments as healthcare systems increasingly embrace digitalization (Aouad et al., 2024; Hurmekoski et al., 2023). This transformation underscores the urgent need for adaptive leadership styles to maintain effective team dynamics and ensure high-quality patient care in evolving healthcare landscapes (Demeke and Markos, 2024; Hurmekoski et al., 2023). Various leadership styles have been explored for their effectiveness in managing remote nursing teams, with transformational, servant, Leader-Member Exchange (LMX), and adaptive leadership emerging as key approaches. These styles offer distinct yet complementary strategies for addressing the challenges and opportunities presented by remote nursing environments.

Transformational Leadership

Transformational leadership emphasizes vision, inspiration, and individualized consideration, fostering a culture of innovation and flexibility (Abolnasser et al., 2023). This leadership style empowers nurses by encouraging ownership of their roles, enhancing engagement and job satisfaction (Cowden et al., 2011). In remote environments, transformational leaders play a vital role in promoting transparent communication, providing emotional support, and facilitating career advancement—all of which are critical for maintaining effective and cohesive virtual nursing teams (Doherty, 2022). By inspiring and motivating team members, transformational leadership helps mitigate the challenges of physical distance and fosters a shared sense of purpose and commitment (Al-Thawabiya et al., 2023).

Servant Leadership

Servant leadership prioritizes the well-being and personal growth of employees, making it particularly effective in building trust and resilience within remote teams (O’Mahony and Pascual, 2021). In virtual settings, where face-to-face interactions are limited, this approach ensures that nurses receive the emotional and professional support necessary for job satisfaction and well-being (Demeke and Markos, 2024; Ma et al., 2021). Servant leaders focus on active listening, empathy, and empowering team members, creating an environment where nurses feel valued and supported despite the physical distance (Alabdouli et al., 2023). This leadership style’s emphasis on care and collaboration is essential for fostering engagement and reducing feelings of isolation among remote nursing staff (Alahiane et al., 2023).

Leader-Member Exchange (LMX) Theory

LMX theory focuses on the quality of relationships between leaders and team members, emphasizing how high-quality exchanges foster trust, respect, and mutual obligation (Graen and Uhl-Bien, 1995). In remote nursing settings, the principles of LMX help bridge the gap created by physical distance by promoting personalized support and individualized attention (Alkhaqani, 2022). Strong LMX relationships lead to higher job satisfaction, increased engagement, and improved performance outcomes among remote nursing staff (Tavoletti et al., 2023). By cultivating close and supportive relationships, LMX theory addresses the unique communication and coordination challenges posed by virtual work environments (Buengeler et al., 2021).

Adaptive Leadership

Adaptive leadership offers a flexible and responsive approach to managing change and uncertainty in virtual healthcare environments (Heifetz et al., 2009). This style encourages collaboration, innovation, and the development of new skills, enabling nursing teams to navigate remote work challenges effectively (Suarez, 2021). Adaptive leadership mitigates issues like isolation, burnout, and inconsistent clinical decision-making by fostering a culture of continuous learning and adaptability (Scortzaru et al., 2024). As remote healthcare continues to evolve, adaptive leadership’s emphasis on responsiveness and innovation ensures that nursing teams remain resilient and capable of delivering high-quality patient care in dynamic and uncertain environments (Sott and Bender, 2025).

Challenges of Remote Nursing Leadership

The transition to remote nursing leadership has introduced several significant challenges, including a lack of peer connection, difficulty in performance monitoring, and limited real-time feedback (Musaigwa and Kalitanyi, 2024). The absence of face-to-face interactions makes it harder for leaders to promptly assess and promptly address team members’ needs and performance (Hurmekoski et al., 2023). Miscommunication in virtual settings can undermine trust and collaboration, decreasing morale and effectiveness (Alabdouli et al., 2023). Digital leadership strategies, such as structured feedback systems, virtual mentoring, and real-time monitoring, have effectively addressed these challenges by complementing different leadership styles (Laukka et al., 2022). For example, transformational leaders can use digital feedback systems to inspire and guide nurses by providing timely, constructive evaluations, while servant leaders can foster emotional well-being through virtual mentoring (Demeke and Markos, 2024). LMX theory benefits from real-time monitoring tools that help maintain high-quality exchanges and personalized support, and adaptive leaders can leverage these digital platforms to drive innovation and flexibility, ensuring teams remain resilient and engaged in remote work settings (Scortzaru et al., 2024). Leveraging digital tools enables consistent support and guidance, improving communication and trust (Badrinarayanan, 2024). Moreover, using digital platforms for recognition and engagement helps mitigate feelings of isolation and underappreciation, reducing the risk of burnout and turnover (O’Mahony and Pascual, 2021). Research by Ofei et al. (2023) on a large healthcare network showed that hospitals with well-structured digital leadership programs experienced lower nurse turnover rates and higher job satisfaction. Similarly, Suarez (2021) found that virtual mentoring and real-time feedback tools improved clinical decision-making and reduced errors in patient care, highlighting the importance of effective remote leadership in maintaining quality patient care and employee satisfaction. These findings underscore the vital importance of effective remote leadership in fostering employee satisfaction, reducing turnover, and ensuring high-quality patient care.

Role of Digital Communication and Emotional Intelligence

Digital communication tools are central to successful leadership in remote nursing teams (Prokofyev, 2023). Teleconferencing, virtual check-ins, and digital recognition programs help bridge the gap created by the absence of physical interactions, facilitating engagement and trust (Prokofyev, 2023). EI is equally crucial in virtual leadership, especially in managing remote teams’ emotional and psychological needs (Coronado-Maldonado & Benítez-Márquez, 2023). This aligns closely with transformational and servant leadership styles, emphasizing emotional support and individualized care (Demeke & Markos, 2024). Transformational leaders inspire and motivate by understanding team members’ unique needs, while servant leaders prioritize their well-being and personal growth (Niinihuhta & Häggman‐Laitila, 2022). By integrating EI principles, leaders can enhance these styles, fostering trust, empathy, and effective collaboration in remote nursing environments (Musaigwa & Kalitanyi, 2024). Leaders with high EI are better equipped to recognize and address their team members’ emotional needs, fostering a supportive and cohesive virtual work environment (Lambert, 2021). EI-driven leaders navigate the complexities of virtual communication, ensuring that team members feel heard and valued, which is essential for maintaining morale and performance (Ertiö et al., 2024). Integrating EI with digital communication tools creates an inclusive, supportive virtual work environment that enhances job satisfaction and patient care outcomes (Yasmeen et al., 2024). Leadership development programs focusing on digital communication and EI are vital for equipping nursing leaders with the skills needed to manage remote teams effectively (Cowden et al., 2011).

Underpinning Theory

The theoretical foundation of this study is rooted in the LMX theory and Adaptive Leadership theory, both of which offer critical insights into effective leadership practices in remote nursing environments. These theories provide a framework for understanding how leadership styles can be adapted to address the unique challenges posed by virtual work settings in the healthcare sector.

LMX theory emphasizes the quality of relationships between leaders and their subordinates, highlighting trust, mutual respect, and individualized support as essential components (Graen & Uhl-Bien, 1995). The importance of these elements becomes even more pronounced in contexts where physical interactions are limited, such as remote nursing environments. In such settings, strong LMX relationships play a vital role in maintaining effective communication, ensuring team cohesion, and fostering a supportive work environment, ultimately enhancing job satisfaction and improving overall performance (Hurmekoski et al., 2023). High-quality LMX relationships foster better communication, greater job satisfaction, and enhanced performance among nursing staff (Pan et al., 2021). By prioritizing personalized support and tailored feedback, LMX theory enables leaders to maintain strong connections with their teams despite distance challenges (Kawaguchi et al., 2021). This approach helps mitigate issues such as isolation and miscommunication, which are prevalent in remote work settings (Van Zoonen & Sivunen, 2021). In remote nursing leadership, LMX theory provides a valuable lens through which leaders can assess and improve their interactions with individual team members (Diebig et al., 2024). Leaders who develop high-quality exchanges with their nurses are better positioned to understand their unique needs, offer meaningful professional development opportunities, and promote a collaborative virtual work environment (Buengeler et al., 2021). This individualized approach aligns with the broader goal of enhancing team cohesion and ensuring the delivery of high-quality patient care (Grossman et al., 2021). In addition, Adaptive Leadership theory, developed by Heifetz and Laurie (1997), focuses on leaders’ ability to respond to rapidly changing environments by encouraging innovation, collaboration, and flexibility. Adaptive leadership is essential for navigating uncertainty and fostering resilience among nursing teams in the evolving healthcare landscape, where remote work is becoming increasingly common (Sott & Bender, 2025). This theory underscores the importance of empowering team members to take initiative, solve problems creatively, and develop new skills to meet emerging challenges (Aouad et al., 2024). Adaptive leadership offers remote nursing leaders a strategic approach to managing change and promoting continuous improvement (Scortzaru et al., 2024). By fostering a culture of learning and adaptability, leaders can help their teams remain engaged and responsive to shifting organizational priorities and patient care demands (Fegerdal et al., 2022). Adaptive leaders also prioritize open communication and collective decision-making, ensuring team members feel heard and valued, even in virtual settings (Sott & Bender, 2025).

Integrating LMX and Adaptive Leadership theories provides a comprehensive framework for understanding and enhancing nursing leadership in remote work environments. LMX theory’s emphasis on relationship quality and individualized support complements, meanwhile Adaptive Leadership’s focus on flexibility and innovation. Together, these theories enable nursing leaders to build strong, trust-based relationships with their teams while remaining responsive to the dynamic needs of the healthcare sector. By applying these theoretical perspectives, this study explores how different leadership styles can be adapted to improve team performance, job satisfaction, and patient care outcomes in remote nursing environments. The combined use of LMX and Adaptive Leadership theories not only addresses the practical challenges of virtual work but also highlights the importance of EI, personalized support, and collaborative problem-solving in shaping the future of nursing leadership.

METHODOLOGY

This concept paper employs a qualitative research approach, utilizing a systematic literature review (SLR) to explore the role of nursing leadership in virtual environments. This approach was chosen due to its effectiveness in synthesizing existing knowledge and providing a comprehensive understanding of the evolving leadership models in remote nursing. The paper focuses on research published between 2020 and 2025, emphasizing digital leadership, leadership models, and the challenges faced by remote nursing professionals. The ultimate goal of this review is to develop a conceptual framework for adaptive nursing leadership tailored to virtual environments.

Search Strategy

A systematic search was conducted across two major scholarly databases: Web of Science (WoS) and Scopus. These databases were selected due to their broad coverage of high-quality, peer-reviewed publications. The search strategy employed a combination of specific keywords and Boolean operators to ensure the retrieval of relevant studies. The search terms included: “nursing leadership,” “virtual environment,” “remote nursing,” and “LMX theory.” Boolean operators like AND and OR were used to refine the search results and capture a wide range of studies addressing leadership in remote nursing contexts.

Inclusion and Exclusion Criteria

To maintain the rigour and relevance of the review, clear inclusion and exclusion criteria were established:

Table 1: Inclusion and Exclusion Criteria

Data Extraction and Synthesis

The initial search yielded 150 articles, which were then subjected to a multi-stage screening process. The first stage involved reviewing titles and abstracts to eliminate studies that did not meet the inclusion criteria. In the second stage, full-text articles were assessed for relevance and methodological quality. After this rigorous screening process, 45 articles were deemed suitable for inclusion in the review.

Data from the selected studies were systematically extracted and categorized based on key research themes, methodologies, and findings. Thematic analysis was employed to identify patterns and trends related to digital leadership strategies, effective leadership models, and the specific challenges encountered by remote nursing teams in virtual healthcare settings. This process facilitated the development of a conceptual framework that integrates LMX theory with adaptive leadership practices, focusing on enhancing engagement, morale, and performance in virtual nursing settings.

Quality Appraisal

To ensure the reliability and validity of the findings, a structured quality appraisal of the selected studies was conducted. Established evaluation criteria were applied, including the clarity of research objectives, appropriateness of the methodology, robustness of data analysis, and relevance of the findings. Only studies meeting high methodological standards were included in the final analysis.

Conceptual Framework Development

The insights gained from the systematic literature review were synthesized to construct a conceptual framework for adaptive nursing leadership in virtual environments. This framework integrates principles from LMX theory and adaptive leadership, emphasizing the importance of building high-quality leader-member relationships, fostering innovation, and maintaining flexibility in response to changing healthcare dynamics. The framework also highlights the role of digital communication tools and EI in supporting effective remote team management.

Table 2: Summary of Literature Review Process

The comprehensive research methodology adopted in this study ensures a rigorous and structured approach to identifying, analysing, and synthesizing existing literature. It provides a solid foundation for understanding how nursing leaders can effectively manage virtual teams using LMX theory and adaptive leadership practices. Through this comprehensive process, the study contributes to advancing knowledge on remote nursing leadership and proposes practical strategies for fostering engagement, improving job satisfaction, and enhancing patient care outcomes in virtual healthcare environments.

DISCUSSION

Adapting Leadership Styles to Remote Nursing

As remote work becomes more prevalent in the healthcare sector, nursing leaders are increasingly required to transition from traditional hierarchical leadership models to more adaptive, technology-driven approaches that emphasize effective communication and relationship-building in virtual settings (Pawar and Dhumal, 2024). Addressing the multifaceted challenges of remote nursing necessitates a comprehensive understanding of how distinct leadership styles can be harnessed to meet evolving demands and enhance team performance. Transformational leadership has been widely recognized as a key strategy in remote nursing environments, inspiring and motivating nurses by fostering an innovative and flexible work culture (Niinihuhta and Häggman‐Laitila, 2022). This leadership style promotes a shared vision, encourages professional development, and enhances nurse engagement by empowering individuals to take ownership of their roles and responsibilities (Abolnasser et al., 2023). In parallel, servant leadership, which prioritizes the well-being and professional growth of employees, has demonstrated significant effectiveness in enhancing engagement and morale in virtual teams (Demeke and Markos, 2024). By building strong, supportive relationships with their staff, servant leaders foster an environment where nurses feel valued and appreciated, which is crucial for maintaining long-term motivation and job satisfaction (Demeke and Markos, 2024). Complementing these approaches, the LMX theory provides a valuable framework by emphasizing the importance of high-quality, trust-based leader-member relationships in shaping job satisfaction, performance, and retention (Diebig et al., 2024). In remote nursing environments, the absence of physical proximity amplifies the need for personalized communication, regular tailored check-ins, and individual recognition to mitigate feelings of isolation and strengthen team cohesion (Alilyyani, 2022). High-quality LMX relationships empower nurses by fostering a sense of inclusion and shared responsibility, ultimately enhancing organizational commitment. Moreover, Adaptive leadership offers a dynamic and responsive model suited to the unpredictable nature of remote nursing work (Heifetz et al., 2009). By promoting flexibility and encouraging innovative problem-solving, adaptive leaders help nursing teams navigate change and uncertainty, addressing issues like professional isolation, burnout, and inconsistent clinical decision-making (Suarez, 2021). This leadership style’s emphasis on continuous learning and empowerment equips nurses with the skills necessary to respond proactively to evolving healthcare demands and fosters resilience in the face of challenges (Fagerdal et al., 2022). To ensure the successful implementation of these leadership styles, nursing leaders must leverage digital communication tools such as virtual meetings, collaborative platforms, and regular check-ins to maintain clear guidance and foster team cohesion (Machon et al., 2020). Investing in leadership development programs tailored for virtual environments can further enhance digital literacy, remote management capabilities, and the ability to cultivate high-performing virtual teams (Pawar and Dhumal, 2024). Moreover, creating an environment of psychological safety and open communication is essential for promoting collaboration and well-being among remote nursing teams (Ito et al., 2021). Ultimately, the effectiveness of remote nursing leadership depends on a leader’s capacity for empathy, responsiveness, and accountability (Hofmeyer and Taylor, 2020), ensuring nurses remain motivated, engaged, and well-supported in their mission to provide high-quality patient care (Salminen‐Tuomaala and Seppälä, 2022).

Importance of Digital Recognition and Virtual Mentorship

Remote nurses frequently experience feelings of isolation and detachment from their organizations, which can negatively impact morale and retention (Alahiane et al., 2023). In light of these challenges, digital recognition programs and virtual mentorship initiatives are essential for fostering a supportive and engaging remote work environment (Gularte-Rinaldo et al., 2022). Research indicates that employee motivation and job satisfaction can be significantly enhanced through the acknowledgment of contributions via virtual platforms, such as peer recognition programs, digital rewards, and public acknowledgment (Nayak et al., 2020). These digital recognition mechanisms serve not only to validate the efforts of remote nurses but also to reinforce their sense of connection to the broader organizational culture (Gularte-Rinaldo et al., 2022). Additionally, structured feedback mechanisms play a pivotal role in maintaining engagement and providing ongoing, constructive insights into performance (Wei et al., 2023). Leaders can implement feedback processes through online forum discussions, performance evaluations, and one-on-one virtual meetings to ensure remote employees receive timely and relevant performance guidance (Wei et al., 2020). Such approaches are essential for fostering professional growth and improving job satisfaction, particularly in the absence of in-person interactions (Wei et al., 2023). Equally important are virtual mentorship programs, which offer critical support for career development and skill enhancement (Mutiarin et al., 2023). By pairing experienced nurses with junior staff or new hires, these programs promote a culture of mentorship and continuous learning, helping to bridge knowledge gaps and enhance professional development (Abujaber et al., 2024). These initiatives not only support skill acquisition but also contribute to a sense of organizational belonging, enhancing retention rates and overall job satisfaction (Gularte-Rinaldo et al., 2022). Furthermore, the implementation of digital recognition and mentorship programs has been linked to improved organizational loyalty, reduced turnover, and enhanced long-term employee stability (Suriati et al., 2024). To maximize the effectiveness of these initiatives, nursing leaders must take an active role in developing and ensuring the accessibility of these programs (Laukka et al., 2022). This includes tailoring programs to the specific needs of remote healthcare workers, making them both well-structured and relevant to the diverse challenges faced in virtual nursing environments (Laukka et al., 2022). Leveraging AI-driven data and real-time feedback mechanisms to identify and reward high performers can further optimize recognition efforts, ensuring that mentorship opportunities are personalized to meet the individual professional goals of remote nurses (Bagai and Mane, 2023). By adopting such strategies, nursing leaders can effectively foster a more inclusive and engaging virtual workplace that not only enhances professional growth but also supports long-term employee retention and organizational commitment.

Enhancing Emotional Intelligence in Remote Leadership

In remote leadership in remote nursing settings, it is imperative for leaders to cultivate EI to effectively manage the psychological and emotional challenges faced by their teams (Lambert, 2021). EI encompasses a range of key competencies, including empathy, active listening, self-awareness, and motivation, all of which are essential for fostering strong and supportive relationships with remote nursing staff (Musaigwa & Kalitanyi, 2024). Leaders who demonstrate empathy are better positioned to understand and address their nurses’ emotional needs, reducing stress and cultivating a positive work environment (Hofmeyer & Taylor, 2020). Given the challenges posed by the lack of nonverbal cues in virtual communication, active listening becomes a critical skill for leaders (Jankelová & Joniaková, 2021). Maintaining open and effective communication channels allows nurses to express concerns and seek support, thereby enhancing the leader-nurse relationship and promoting psychological well-being (Jankelová & Joniaková, 2021). Additionally, promoting psychological safety—defined as the ability to discuss issues without fear of negative consequences—is fundamental to reducing burnout and enhancing job satisfaction in remote settings (Ma et al., 2021). Creating a positive team culture is another vital aspect of developing EI in leadership (Yasmeen et al., 2024). Nursing leaders can foster a sense of connection and mitigate feelings of isolation by organizing virtual team-building activities, informal online gatherings, and social events, which facilitate camaraderie and promote a sense of belonging among remote teams (Yassmen et al., 2024). Furthermore, leadership development initiatives focused on enhancing interpersonal skills, such as self-assessment tools and EI training programs, can equip leaders with the tools necessary to address the evolving needs of their teams (Lambert, 2021). Research has demonstrated that EI positively influences affective commitment, as seen in studies exploring EI’s impact on commitment across various professional sectors (bin Baker et al., 2019), highlighting the broader applicability of EI across different professional contexts. Finally, mindfulness practices, such as wellness check-ins and guided meditation sessions, are valuable strategies for supporting remote nursing teams’ mental health and resilience (Lin et al., 2024). By embedding principles of EI into everyday leadership practices, nursing leaders can create an inclusive, empathetic, and high-performing virtual work environment, thereby improving both nurse well-being and patient care outcomes (Liu et al., 2025).

CONCLUSION

The future of nursing leadership in remote work environments demands a thoughtful adaptation of leadership styles to address the evolving challenges and opportunities presented by digital healthcare. This paper has made it evident that transformational, servant, LMX, and adaptive leadership styles offer robust frameworks for guiding remote nursing teams. These approaches emphasize the importance of EI, digital communication, and personalized support to foster engagement, job satisfaction, and high-quality patient care in virtual settings. Transformational and servant leadership styles stand out for their focus on inspiring and supporting team members, addressing professional development and emotional well-being. LMX theory underscores the significance of building high-quality, trust-based relationships between leaders and their teams, which becomes even more crucial without physical interaction. Meanwhile, adaptive leadership offers the flexibility and innovation needed to navigate the rapidly changing landscape of remote healthcare. The challenges of remote nursing leadership, including limited real-time feedback, difficulties in performance monitoring, and the risk of professional isolation, highlight the necessity for digital tools and strategic interventions. Nursing leaders can mitigate these challenges and strengthen team cohesion by integrating structured feedback systems, virtual mentorship programs, and digital recognition initiatives. Moreover, the role of EI cannot be overstated, as leaders with high EI are better equipped to address their teams’ psychological and emotional needs, ensuring a supportive and resilient work environment. This study underscores the importance of equipping nursing leaders with digital competencies and adaptive strategies to manage remote teams effectively. As healthcare continues to embrace virtual work models, developing and implementing targeted leadership development programs will be essential. Future research should explore the long-term impact of these leadership styles on nurse retention, patient outcomes, and organizational performance, ensuring that remote nursing remains a viable and sustainable model for delivering high-quality care. In conclusion, by embracing adaptive and relationship-focused leadership styles supported by digital tools and EI, nursing leaders can overcome the challenges of remote work and create an environment where nurses feel engaged, supported, and empowered. This approach enhances team performance and job satisfaction and ensures the continued delivery of compassionate and effective patient care in an increasingly digitalized healthcare landscape.

REFERENCES

1. Abolnasser, M. S. A., Abdou, A. H., Hassan, T. H., & Salem, A. E. (2023). Transformational leadership, employee engagement, job satisfaction, and psychological well-being among hotel employees after the height of the COVID-19 pandemic: a serial mediation model. International journal of environmental research and public health, 20(4), https://doi.org/10.3390/ijerph20043609
2. Abujaber, A. A., Nashwan, A. J., Santos, M. D., Al-Lobaney, N. F., Mathew, R. G., Alikutty, J. P., Kunjavara, J., & Alomari, A. M. (2024). Bridging the generational gap between nurses and nurse managers: A qualitative study from Qatar. BMC Nursing, 23, 623. https://doi.org/10.1186/s12912-024-02296-y
3. Alabdouli, S. R., Alriyami, H. M., Ahmad, S. Z., & Mertzanis, C. (2023). Interprofessional nursing education and the role of swift trust and task conflict in team creativity: the mediating role of team interactive behaviors. Journal of Health Organization and          Management, 37(8),505-525. https://doi.org/10.1108/JHOM-01-2023-0028
4. Alahiane, L., Zaam, Y., Abouqal, R., & Belayachi, J. (2023). Factors associated with recognition at work among nurses and the impact of recognition at work on health-related quality of life, job satisfaction and psychological health: A single-centre, cross-sectional study in Morocco. BMJ Open, 13(5), e051933. https://doi.org/10.1136/bmjopen-2021-051933
5. Alilyyani B. (2022). The Effect of Authentic Leadership on Nurses’ Trust in Managers and Job Performance: A Cross-Sectional Study. Nursing reports (Pavia, Italy), 12(4), 993–1003. https://doi.org/10.3390/nursrep12040095
6. Alkhaqani, A. L. (2022). Importance of teamwork communication in nursing practice. Nursing Communications, 6(0), e2022015. https://doi.org/10.53388/IN2022015
7. Alsadaan, N., Salameh, B., Reshia, F. A. A. E., Alruwaili, R. F., Alruwaili, M., Awad Ali, S. A., Alruwaili, A. N., Hefnawy, G. R., Alshammari, M. S. S., Alrumayh, A. G. R.,   Alruwaili, A. O., & Jones, L. K. (2023). Impact of Nurse Leaders Behaviors on Nursing Staff Performance: A Systematic Review of Inquiry: a journal of medical care organization, provision and financing, 60,469580231178528. https://doi.org/10.1177/00469580231178528
8. A. G., Alruwaili, A. O., & Jones, L. K. (2023). Impact of Nurse Leaders Behaviors on Nursing Staff Performance: A Systematic Review of Literature. Inquiry: A Journal of Medical Care Organization, Provision and Financing, 60, 00469580231178528. https://doi.org/10.1177/00469580231178528
9. Al-Thawabiya, A., Singh, K., Al-Lenjawi, B. A., & Alomari, A. (2023). Leadership styles and transformational leadership skills among nurse leaders in Qatar, a cross-sectional  Nursing open, 10(6), 3440–3446. https://doi.org/10.1002/nop2.1636
10. Aouad, M., Hastie, M., & Yazbeck Karam Abi Raad, V. (2024). Adaptive leadership in crisis: A healthcare system’s resilience journey. BMJ Leader. https://doi.org/10.1136/leader-2023-000958
11. Badrinarayanan, V. (2024). Trust building strategies for virtual leaders in the post Project Leadership and Society, 5, 100126. https://doi.org/10.1016/j.plas.2024.100126
12. Bagai, R., & Mane, V. (2023). Designing an AI-powered mentorship platform for professional development: Opportunities and challenges. International Journal of Computer Trends and Technology, 71(4), 108–114. https://doi.org/10.14445/22312803/IJCTT-V71I4P114
13. bin Baker, R., bin Jaaffar, A. H., bin Ibrahim, H. I., bin Hassan, M. A., & bin Sallehuddin, H. (2019). The The Effect Of Emotional Intelligence On Affective Commitment: A Study Of Royal Malaysia Police. Asia Proceedings of Social Sciences, 4(2), 24-26.  https://doi.org/10.31580/apss.v4i2.705
14. Brown, D. J. (2020). Building Trust in Virtual Teams Using Communmication Technologies (Doctoral dissertation, Capella University).
15. Buengeler, C., Piccolo, R. F., & Locklear, L. R. (2021). LMX differentiation and group   outcomes: A framework and review drawing on group diversity insights. Journal of Management, 47(1), 260-287. https://doi.org/10.1177/0149206320930813
16. Chang, H., Son, S. Y., & Pak, J. (2020). How do leader–member interactions influence the HRM–performance relationship? A multiple exchange perspective. Human performance, 33(4), 282- 10.1080/08959285.2020.1746315
17. Cooper, H. (2020). LMX Quality, Organizational Commitment, and RN Turnover Intention: A Correlational Examination of Leader Exchange Influence (Doctoral dissertation, University of Phoenix).
18. Coronado-Maldonado, I., & Benítez-Márquez, D. (2023). Emotional intelligence, leadership, and work teams: A hybrid literature review. Heliyon, 9(10), e20356. https://doi.org/10.1016/j.heliyon.2023.e20356
19. Covington, B. (2023). Empower Your Nursing Leadership: A Comprehensive Guide to Career Advancement and Positive Work Environments. Brandy
20. Cowden, T., Cummings, G., & Profetto‐Mcgrath, J. O. A. N. N. E. (2011). Leadership practices and staff nurses’ intent to stay: a systematic review. Journal of nursing management, 19(4),461-477. https://doi.org/10.1111/j.1365-2834.2011.01209.x
21. Crane, G., Lim, J. C., Gau, C. S., Xie, J., & Chu, L. (2022). The challenges and opportunities in using real-world data to drive advances in healthcare in East Asia: expert panel recommendations. Current Medical Research and Opinion, 38(9), 1543-1551. https://doi.org/10.1080/03007995.2022.2096354
22. Demeke, G. W., & Markos, S. (2024). Servant Leadership in the Healthcare Literature: A Systematic Review. Journal of Healthcare Leadership, 16, 1.
23. Diebig, M., Gritzka, S., Angerer, P., & Wegge, J. (2024). Leader-member exchange differentiation and followers’ psychological strain: Exploring relations on the individual and on the team level. Current Psychology, 43, 23115–23129. https://doi.org/10.1007/s12144-024-05960-3
24. Doherty, D. (2022). Relational leadership styles, mental health staff and workplace outcomes: a systematic literature review; and, Servant leadership and psychological well-being  among mental health staff: the mediating role of work environment.
25. Fagerdal, B., Lyng, H. B., Guise, V., Anderson, J. E., Thornam, P. L., & Wiig, S. (2022). Exploring the role of leaders in enabling adaptive capacity in hospital teams – a multiple case BMC Health Services Research, 22, 908. https://doi.org/10.1186/s12913-022-08296-5
26. Frilund, M., Fagerstrøm, L., & Vasset, F. (2023). The challenges of change processes for nurse leaders—A qualitative study of long‐term leaders’ experiences over 25 years. Nursing Open, 10(8), 5423. https://doi.org/10.1002/nop2.1781
27. Grossman, R., Nolan, K., Rosch, Z., Mazer, D., & Salas, E. (2021). The team cohesion- performance relationship: A meta-analysis exploring measurement approaches and the changing team landscape. Organizational Psychology Review, 12(3), 204–138. https://doi.org/10.1177/20413866211041157
28. Gularte-Rinaldo, J., Baumgardner, R., Tilton, T., & Brailoff, V. (2022). Mentorship ReSPeCT Study: A Nurse Mentorship Program’s Impact on Transition to Practice and Decision to Remain in Nursing for Newly Graduated Nurses. Nurse Leader, 21(2), 262.
29. Heifetz R, Linsky M, Grashow A. The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. Boston, MA: Harvard Business Press; 2009. pp. 13- 22, 89-102
30. Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75, 124–134.
31. Hofmeyer, A., & Taylor, R. (2020). Strategies and resources for nurse leaders to use to lead with empathy and prudence so they understand and address sources of anxiety among nurses practising in the era of COVID‐19. Journal of Clinical Nursing, 30(1-2), 298. https://doi.org/10.1111/jocn.15520
32. Hurmekoski, M., Häggman-Laitila, A., Lammintakanen, J., & Terkamo-Moisio, A. (2023). Nurse leaders’ experiences of remote leadership in health care. Leadership in Health Services (Bradford, England), 36(4), 579. https://doi.org/10.1108/LHS-01-2023-0003
33. Ito, A., Sato, K., Yumoto, Y., Sasaki, M., & Ogata, Y. (2021). A concept analysis of psychological safety: Further understanding for application to health care. Nursing Open, 9(1), https://doi.org/10.1002/nop2.1086
34. Jankelová, N., & Joniaková, Z. (2021). Communication Skills and Transformational Leadership Style of First-Line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship. Healthcare, 9(3), 346.             https://doi.org/10.3390/healthcare9030346
35. Kamal Bahrain, N. N., Raihan Sakrani, S. N., & Maidin, A. (2023). Communication barriers in work environment: understanding impact and challenges. Int J Acad Res Bus Soc Sci, 13, 1489-1503.  http://dx.doi.org/10.46886/IJARBSS/v13-i11/7564
36. Kawaguchi, S., Takemura, Y., Takehara, K., Kunie, K., Ichikawa, N., Komagata, , … & Komiyama, C. (2021). Relationship Between Teams’ Leader–Member Exchange Characteristics   and Psychological Outcomes for Nurses and Nurse        Managers: A Cross- Sectional Study in Japan. SAGE open nursing, 7, 23779608211025981. https://doi.org/10.1177/23779608211025981
37. Lambert, S. (2021). Role of emotional intelligence in effective nurse leadership.
38. Laukka, E., Hammarén, M., Pölkki, T., & Kanste, O. (2022). Hospital nurse leaders’ experiences with digital technologies: A qualitative descriptive study. Journal of Advanced  Nursing, 79(1), 297. https://doi.org/10.1111/jan.15481
39. Li, J. (2024). Practical exploration of strengthening team communication and cooperation in head nurse nursing management. Journal of Clinical and Nursing Research, 8(5), 315– https://doi.org/10.26689/jcnr.v8i5.7291
40. Liu, X., He, F., Tian, T., Guo, F., Zhang, J., & Zhong, Y. (2025). Ethical leadership and nurses’ job performance: The mediating role of self-compassion. Frontiers in Public Health, 12,   https://doi.org/10.3389/fpubh.2024.1535065
41. Ma, Y., Faraz, N. A., Ahmed, F., Iqbal, M. K., Saeed, U., Mughal, M. F., & Raza, A. (2021). Curbing nurses’ burnout during COVID‐19: The roles of servant leadership and psychological safety. Journal of nursing management, 29(8), 2383-2391. https://doi.org/10.1111/jonm.13414
42. Machon, M., Knighten, M. L., & Sohal, J. (2020). Improving clinical communication and collaboration through technology: a benefits analysis for nurse leaders. Nurse Leader, 18(5), 481-486. https://doi.org/10.1016/j.mnl.2020.06.003
43. Merga, M. K., Hays, A. M., & Coventry, T. (2020). Nurse managers’ perceptions of barriers to   the mentoring of early career nurses. Mentoring & Tutoring: Partnership in Learning, 28(1), 60-        https://doi.org/10.1080/13611267.2020.1737778
44. Musaigwa, M., & Kalitanyi, V. (2024). Effective leadership in the digital era: an exploration of change management. Technology audit and production reserves, 1(4/75), 6-14. https://doi.org/10.15587/2706-5448.2024.297374
45. Mutiarin, D., Abdul Manaf, H., Bin Man, M., Nur Kasiwi, A., & Nurjanah, A. (2023). Analysis of e-mentoring platform for future leaders’ development: A comprehensive literature. E3S Web of Conferences, 440, 03021. https://doi.org/10.1051/e3sconf/202344003021
46. Nayak, B. C., Nayak, G. K., & Jena, D. (2020). Social recognition and employee engagement:    The effect of social media in organizations. International Journal of Engineering Business Management, 12, 1847979020975109. https://doi.org/10.1177/1847979020975109
47. Niinihuhta, M., & Häggman‐Laitila, A. (2022). A systematic review of the relationships between nurse leaders’ leadership styles and nurses’ work‐related well‐being. International Journal of Nursing Practice, 28(5), e13040. https://doi.org/10.1111/ijn.13040
48. Ofei, A. M. A., Poku, C. A., Paarima, Y., & Ayarkwa, E. (2023). Toxic leadership behaviour of nurse managers and turnover intentions: The mediating role of job satisfaction. BMC Nursing, 22, 374. https://doi.org/10.1186/s12912-023-01539-8
49. O’Mahony, P., & Pascual Pelayo, I. J. (2021). Leadership practices in managing the change to virtual work environments in engineering organisations during a global crisis.
50. Pan, J., Chiu, Y., & Wu, S. (2021). Leader-member exchange fosters nurses’ job and life satisfaction: The mediating effect of job crafting. PLoS ONE, 16(4), e0250789. https://doi.org/10.1371/journal.pone.0250789
51. Pawar, S., & Dhumal, V. (2024). The role of technology in transforming leadership management practices. Multidisciplinary Reviews, 7, Article 2024066. https://doi.org/10.31893/multirev.2024066
52. Player Jr, L. (2020). The Perception of Nurses: The Influence of Leadership on Nurse Job Satisfaction and Nurse Work Engagement Experienced During Organizational Change. AT Still University of Health Sciences.
53. Prestia, A. (2020). The remote influence of nursing leadership. Nurse Leader, 19(1), 10– https://doi.org/10.1016/j.mnl.2020.06.005
54. Prokofyev, I. (2023). Developing e-leadership competencies model for effectively managing global virtual teams.
55. Sa’adah, N., & Rijanti, T. (2022). The role of knowledge sharing, leader-member exchange (LMX) on organizational citizenship behavior and employee performance: an empirical study on public health center of pati 1, pati 2 and trangkil in central java. International Journal of Social and Management Studies, 3(1), 112-  https://doi.org/10.5555/ijosmas.v3i1.87
56. Salminen‐Tuomaala, M., & Seppälä, S. (2022). Nurses’ ratings of compassionate nursing leadership during the Covid‐19 pandemic—A descriptive cross‐sectional study. Journal of Nursing Management, 30(6), 1974-1980. https://doi.org/10.1111/jonm.13642
57. Scortzaru, M., DeVolt, M., Ogilvie, L., Luttrell, J., Mangum-Williams, M., & Parazin, J. (2024). Adaptive Leadership in Virtual Nursing Environments: Enhancing Teamwork, Engagement, and Retention. Nurse Leader, 22(5), 501-505. https://doi.org/10.1016/j.mnl.2024.05.008
58. Serrano, L. P., Maita, K. C., Avila, F. R., Torres-Guzman, R. A., Garcia, J. P., Eldaly, A. S., Haider, C. R., Felton, C. L., Paulson, M. R., Maniaci, M. J., & Forte, A. J. (2023). Benefits and Challenges of Remote Patient Monitoring as Perceived by Health Care Practitioners: A Systematic Review. The Permanente Journal, 27(4), 100. https://doi.org/10.7812/TPP/23.022
59. Sott, M. K., & Bender, M. S. (2025). The Role of Adaptive Leadership in Times of Crisis: A Systematic Review and Conceptual Framework. Merits, 5(1), 2. https://doi.org/10.3390/merits5010002
60. Spaeth, K. (2022). Nurses’ Engagement and Voice: A Qualitative Study (Doctoral dissertation, Monash University).
61. Suarez, R. D. A. (2021). Collaboration for Healthcare Virtual Teams: Supporting Creativity Through Diversity and Knowledge Management (Doctoral dissertation, Capella University).
62. Suriati, S., Suriati, S., Ibrahim, M., Irawan, A., Akbar, M., & Yendra, Y. (2024). Effective strategies for retaining and nurturing employees in organizations. Advances: Jurnal Ekonomi & Bisnis, 2(3). https://doi.org/10.60079/ajeb.v2i3.191
63. Tagscherer, F., & Carbon, C. (2023). Leadership for successful digitalization: A literature review on companies’ internal and external aspects of digitalization. Sustainable Technology and Entrepreneurship, 2(2), 100039. https://doi.org/10.1016/j.stae.2023.100039
64. Tavoletti, E., Florea, L., Taras, V., Sahin, F., Cetin, F., & Celik, D. A. (2023). Cohesion and performance in global virtual teams: the moderating role of technical skills. Washburn University School of Business.
65. Van Zoonen, W., & Sivunen, A. E. (2021). The impact of remote work and mediated communication frequency on isolation and psychological distress. European Journal of Work and Organizational Psychology, 31(4), 610–621. https://doi.org/10.1080/1359432x.2021.2002299
66. Wei, H., Horsley, L., Cao, Y., Haddad, L. M., Hall, K. C., Robinson, R., … & Anderson, G. (2023). The associations among nurse work engagement, job satisfaction, quality of care, and intent to leave: A national survey in the United States. International Journal of Nursing Sciences, 10(4), 476-484. https://doi.org/10.1016/j.ijnss.2023.09.010
67. Wickramasinghe, D. V. (2023). Surviving the chaos of Covid-19: exploring the impact of the pandemic on the mental health and well-being of Northern Ontario nurses (Doctoral dissertation, Laurentian University Library & Archives).
68. Yasmeen, K., Khan, M. L., & Imran, H. (2024). Exploring emotional intelligence, remote work dynamics, team collaboration, and adaptive leadership for enhanced success in the digital workplace. Pakistan Social Sciences Review, 8(II), 969–979. https://doi.org/10.35484/pssr.2024(8-II)78