Content uploaded by Taha Lateef
Author content
All content in this area was uploaded by Taha Lateef on Jan 30, 2024
Content may be subject to copyright.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1078
The challenges of Leading Remote Teams and its influence on
Strategies for Success
Taha Omar Lateef
Department of Business administration, college of Administration and Economics,
Lebanese French University, Kurdistan Region, Iraq.
taha.lateef@lfu.edu.krd
ARTICLE INFO ABSTRACT
Article History:
Received: 21/7/2023
Accepted:1/10/2023
Published: Winter2023
This research is aimed at the challenges of leading
distributed teams in Erbil, Kurdistan, and suggests
solutions. This study employed a quantitative case study
methodology to examine remote work policies and
methods in a company in Erbil, Kurdistan. A random sample
of team members and leaders with at least six months of
remote work experience from various private businesses in
Erbil was surveyed using 120 questionnaires, yielding 112
completed responses. The findings of the research revealed
that all three research hypotheses were supported. H1
stated that limited access to technology is a significant
challenge in leading remote teams and implementing and
has positive influence on the strategies for success, and the
results confirmed this. Similarly, H2, which focused on
communication barriers as a significant challenge and has
positive influence on the strategies for success, was also
supported. Lastly, H3, which emphasized the lack of trust as
a challenge and has positive influence on the strategies for
success, was also supported by the findings. The research
demonstrated that establishing trust within remote teams
in Erbil-Kurdistan was indeed a significant challenge faced
by team leaders, potentially impacting the overall success
of remote work strategies.
Keywords:
Communication,
Community, Leadership,
Productivity, Remote
teams, Technology,
Trust.
Doi:
10.25212/lfu.qzj.8.5.39
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1079
1.Introduction
Leading remote teams in Erbil and Kurdistan presents unique challenges due to the
relatively underdeveloped technology and communication infrastructure in the
region. Overcoming these obstacles requires innovative approaches. In this article
(Newman et al., 2020), we will explore the specific difficulties faced when managing
remote teams in Erbil and Kurdistan and provide practical solutions to address them.
By addressing these challenges effectively, leaders can successfully navigate the
complexities of leading remote teams in the region.
In Erbil, Kurdistan, poor access to technology is one of the major obstacles to
directing remote teams. It's not uncommon for workers to lack high-speed internet,
up-to-date computers, and other necessities of remote work. As a result, distant team
members may experience slowed communication, decreased productivity, and
disinterest. Managers can alleviate this problem by spending money on technology,
equipping workers with what they need, and guaranteeing universal access to fast
internet. Productivity will increase, and team members will be able to communicate
better as a result. Communication difficulties are another difficulty for distant team
leaders in Erbil, Kurdistan. In order to successfully manage remote teams, effective
communication is essential; yet, this can be challenging to achieve while working with
teams in Erbil, Kurdistan. There can be misunderstandings, and less work gets done
when there are language problems, time zone variances, and cultural differences.
Managers can overcome this difficulty by creating a communication plan that includes
frequent check-ins, virtual meetings, and unambiguous instructions for
communication. This will help the team communicate efficiently and avoid
misconceptions (Nordbäck & Espinosa, 2019).
Another difficulty that may occur while managing remote teams in Erbil and Kurdistan
is a lack of trust. It might be difficult to establish a sense of trust among team
members when working remotely. This can be especially challenging in Erbil,
Kurdistan, where remote work paradigms may be unfamiliar. Lack of trust in
leadership can result in micromanagement, lower output, and disinterest on the part
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1080
of team members. Managers can increase trust in their teams by setting clear goals,
assigning duties, and providing regular feedback. A sense of shared responsibility and
trust amongst team members can be fostered in this way (Caligiuri et al., 2020).
In sum, leading distributed teams in Erbil and Kurdistan presents its own set of
obstacles. But managers in Erbil, Kurdistan, may lead distant teams successfully by
investing in technology, planning communication, establishing trust, and fostering a
sense of community. To ensure the success of remote teams, it is crucial to recognize
the obstacles they face and employ efficient methods for overcoming them.
Managers may develop an enthusiastic and productive remote workforce by
following these practices, which improve morale, productivity, and teamwork
(Mysirlaki and Paraskeva, 2020).
1.1 The Purpose of the Study
The aim of the study is to explore and identify effective strategies for successfully
leading remote teams in overcoming various challenges. Moreover, the study aims
the followings:
Examine difficulties faced by managers leading remote teams in Erbil-
Kurdistan and provide solutions.
Ensure productivity and effectiveness of remote teams in Erbil and Kurdistan.
Foster open communication and cooperation among remote team members.
Provide regional managers and businesses with information to create
engaging and productive remote work environments.
1.2 Research Problem
The research problem addressed in this study is to understand and find effective
strategies for overcoming the challenges associated with leading remote teams, with
a focus on achieving success in remote work environments. This study's research
problem is to investigate the challenges that managers in this region may have when
leading distributed teams, such as inadequate resources, poor communication, and a
lack of trust.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1081
1.4 Conceptual Framework
Figure 1: Conceptual Framework
1.4 Research Hypotheses:
The following research hypotheses were developed as a consequence of this
investigation and based on the conceptual framework (figure 1):
H1: Limited access to technology is a significant challenge of leading remote teams
and implementing and has positive influence on strategies for success in Erbil-
Kurdistan.
H2: Communication barriers is a significant challenge of leading remote teams and
implementing and has positive influence on strategies for success in Erbil-Kurdistan.
H3: Lack of trust is a significant challenge of leading remote teams and implementing
and has positive influence on strategies for success in Erbil-Kurdistan.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1082
2. Literature Review
According to the research presented in the article "The Difficulties of Leading Remote
Teams: Strategies for Success in Erbil-Kurdistan," remote work is becoming more
common in the area, but it also poses unique obstacles for managers to deal with
(Ferreira et al., 2021). Limited access to technology is one of the most significant
obstacles that managers of remote teams in Erbil, Kurdistan, must contend with. This
can include a limited ability to connect to the internet, aging technology, and
inadequate software. Insufficient technological capabilities can create barriers to
communication and collaboration, which in turn leads to lower levels of performance
and production (Nash and Churchill, 2020).
Managers of distant teams in Erbil-Kurdistan face a number of important challenges,
one of the most critical of which is communication impediments. The absence of face-
to-face communication, linguistic and cultural differences, and other factors can all
contribute to the formation of these barriers. It is essential to have efficient
communication in order to successfully construct trust, encourage collaboration, and
make sure that members of a remote team feel connected and interested in their
work (Larson and DeChurch, 2020).
The need to build trust among members of a remote team is another obstacle that
managers of remote teams in Erbil, Kurdistan, have to contend with. Establishing trust
among distant members of a team can be difficult because of the nature of the virtual
environment in which they work. Nonetheless, efficient communication and
collaboration cannot exist without trust. In order to successfully form connections
and earn the trust of members of a remote team, managers need to take the initiative
(Kniffin et al., 2021). In order to ensure that remote teams in Erbil and Kurdistan are
effective and productive, one of the most important things that can be done is to
foster a sense of community among the members of those teams. This can be
accomplished through the use of virtual team-building activities, like online games or
virtual coffee breaks, which can help members of a remote team feel more connected
to one another and more interested in their work (Chanana, 2021).
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1083
The research indicates that strong leadership is essential for successfully managing
remote teams in Erbil, Kurdistan. Successful leaders must be proactive in addressing
the unique obstacles that are presented by remote work, such as limited access to
technology and communication barriers, and they must set clear expectations and
standards for team members who are working remotely (Obrenovic et al., 2020). It
appears that managing remote teams in Erbil-Kurdistan requires a proactive and
thoughtful approach, with a focus on building relationships, promoting effective
communication and collaboration, and establishing a sense of community among
members of remote teams. This is consistent with the findings of the research that
has been conducted. It is also essential to have strong leadership in order to
successfully navigate the one-of-a-kind problems that come with working remotely in
this location (Verma and Gustafsson, 2020).
2.1 Challenges of Leading Remote Teams in Erbil-Kurdistan
In recent years, telecommuting has become an increasingly popular employment
option, and as a result of the COVID-19 pandemic, more businesses in Erbil-Kurdistan
have been forced to shift to telecommuting in order to secure the safety of their
employees. Working from home has numerous advantages, but managing remote
teams in Erbil and Kurdistan can be fraught with difficulties that aren't found
elsewhere. In the following paragraphs, we will go through some of the difficulties
that come with leading remote teams in Erbil and Kurdistan, as well as potential
solutions to those difficulties (Azizi et al., 2021).
Communication is one of the most difficult obstacles to overcome when directing
distributed teams in Erbil, Kurdistan. The heavy reliance on technology for
communication that is characteristic of remote teams might increase the likelihood
of misunderstandings and other types of communication breakdowns. Moreover,
cultural differences have the potential to influence modes of communication and
result in misunderstandings. For their teams in Erbil-Kurdistan to be successful in
overcoming this obstacle, the leaders of distant teams need to guarantee that
communication is crystal clear, reliable, and frequent. In addition to this, they ought
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1084
to take into account the various cultural differences and adjust their mode of
communication accordingly (Wang et al., 2020).
Keeping the team together while leading distant teams in Erbil and Kurdistan is
another one of the challenges that you will face. When members of a team are not
physically present with one another, it can be difficult to develop a sense of
camaraderie among them and to keep a positive dynamic within the team. Leaders of
distributed teams in Erbil and Kurdistan are required to make an effort to facilitate
chances for members of their teams to connect with one another and form new
relationships. This can be accomplished through the regular hosting of social events
or activities for the virtual team (Collings et al., 2021).
Managing remote teams in Erbil-Kurdistan can be difficult at times due to the impact
that time zone differences can have. It can be challenging to arrange meetings and
guarantee that everyone is working together efficiently when members of the team
are located in various time zones. To be successful in overcoming this obstacle,
leaders need to lay out specific standards for the scheduling of meetings and make
certain all members of the team are aware of these guidelines. When it comes to the
scheduling of meetings, they should also be adaptable and accommodating, and they
should make sure that every member of the team has access to the technology they
need to participate (Waizenegger et al., 2020).
Lastly, a fundamental obstacle for leaders of distant teams in Erbil-Kurdistan can be a
lack of trust in one another. It may be difficult for members of a team to create
connections with one another and attain the level of trust that is required for
productive collaboration if they do not have the benefit of face-to-face engagement.
In order to successfully build trust among members of a team, leaders need to take
the initiative to promote openness, encourage open communication, and provide
chances for members of the team to socialize and connect in settings that are
separate from their job responsibilities (Bartsch et al., 2020).
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1085
2.1.1 Limited Access to Technology
In Erbil-Kurdistan, inadequate access to technology is one of the main obstacles for
leading distant teams. High-speed internet, up-to-date computers, and other
necessities for remote work are not readily available to many workers. This can cause
problems with distant team members, including a breakdown in communication,
decreased output, and disinterest (Khan et al., 2019).
In today's highly connected world, remote work relies heavily on the use of
technology. Managers of distributed teams in Erbil-Kurdistan, however, may face
challenges related to a lack of technology that might inhibit communication,
collaboration, and productivity. The inability to properly interact with distant team
members is a significant hindrance when resources are scarce. Delays,
misunderstandings, and lower productivity can occur due to poor communication due
to insufficient internet connectivity, obsolete gear, or unsuitable software. It's not
uncommon for remote workers to experience dissatisfaction and low morale as a
result of technical difficulties, including file sharing, online meetings, and project
collaboration (Rudolph et al., 2021).
Lack of access to essential resources is another problem that arises when people do
not have easy access to technology. It can be difficult for distant team members, for
instance, to access databases or online tools that they require to do their jobs. As a
result, team members may be less efficient, and tasks may take longer to complete
(Fernandez and Shaw, 2020). Managers of remote teams in Erbil-Kurdistan need to
be proactive in identifying and filling technological gaps in order to overcome the
problems associated with limited access to technology. To do so, companies often
upgrade their hardware and software, improve their network infrastructure, and
educate their staff on how to make the most of these tools. Managers, however, may
do their part by providing staff with the tools they need to do their jobs well. Access
to vital databases and online tools, as well as the implementation of procedures that
allow team members to access these resources despite a lack of acceptable
technological access, may be necessary to accomplish this (Collings et al., 2021).
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1086
Managers of remote teams in Erbil and Kurdistan face tremendous difficulties due to
the region's poor technical infrastructure. Managers, however, can guarantee that
their remote teams will be able to communicate well, work productively, and reach
their objectives if they take the initiative to find answers to these problems
(Raghuram et al., 2019).
2.1.2 Lack of Trust
Remote team management relies heavily on clear and consistent communication.
Yet, teams in Erbil and Kurdistan may experience difficulty communicating due to
language issues. Misunderstandings and a loss of productivity can result from factors
like language hurdles, time zone variations, and cultural differences (Hartmann and
Lussier, 2020). The success of any team depends on its members' ability to effectively
communicate with one another, but remote teams in Erbil and Kurdistan may
confront additional hurdles in this area. Language obstacles, cultural differences, and
a lack of face-to-face interaction are all potential causes of communication
breakdowns. Disagreements, setbacks, and lower efficiency may emerge from such
obstacles (Bailey and Breslin, 2021).
One of the biggest problems with language limitations is that it's hard to express tone
and context in written communication. When dealing with delicate or complicated
topics, this might lead to miscommunication and misunderstanding. As a result, teams
may have setbacks in terms of both efficiency and output if members are unable to
communicate effectively with one another due to language issues (Conboy and
Carroll, 2019). The inability to connect with one another as a team and gain trust is a
further consequence of difficulties in communicating. Members of a remote team
may have low engagement and morale if they feel cut off from the rest of the group.
As a result, team members may struggle to grasp one another's points of view due to
cultural differences, which can inevitably lead to misunderstandings and friction
(Donthu and Gustafsson, 2020).
Managers of distant teams in Erbil-Kurdistan need to take the initiative to promote
efficient communication in order to overcome the problems connected with
communication impediments. As such, it may be necessary to develop methods to
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1087
guarantee that all team members are on the same page, such as providing training on
effective communication skills, encouraging the use of video conferencing, and so on
(Parker and Grote, 2022). Managers can also foster camaraderie and trust among
their virtual staff by taking the necessary measures. To achieve this goal, it may be
necessary to introduce virtual team-building events or to give team members the
opportunity to interact and engage outside of work. Managers may assure the success
of their remote teams despite the difficulties posed by communication constraints by
encouraging open and effective communication and creating relationships among
team members (Akpan et al., 2022).
The distant teams in Erbil-Kurdistan confront a huge problem in overcoming
communication hurdles; however, this challenge is solvable by proactive
management and good communication tactics. Managers may improve the
performance of their distributed teams by encouraging productive dialogue, fostering
strong interpersonal bonds, and instilling a culture of trust among team members
(Martela, 2019).
2.1.3 Communication Barriers
It might be difficult to establish a sense of trust amongst team members when
working remotely. Because of the region's unfamiliarity with remote work
arrangements, this can be especially challenging in Erbil and Kurdistan. When team
members don't trust one another, it can lead to micromanagement, lower output,
and a general disinterest in work (Ford et al., 2021). Building trust amongst members
of a remote team in Erbil, Kurdistan, is crucial to the group's performance. Yet,
distrust is a major issue that needs to be addressed in online workplaces. Team
members who are unable to regularly interact in person may find it difficult to
develop the personal connections and mutual trust essential to efficient teamwork.
When members of a remote team don't have faith in the leadership, morale and
output tend to suffer (Ahlstrom et al., 2020).
Building relationships and developing connections among members of a remote team
is challenging because of the inherent lack of trust that exists in such teams. Without
in-person contact, team members may find it difficult to connect, making it harder to
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1088
trust one another's intentions. In addition, when employees don't have faith in their
leaders, they may become disengaged and unmotivated since they don't know where
the team or business is headed (Akpan et al., 2021). Problems with communication
and problem-solving are additional difficulties caused by distrust in remote teams.
When team members lack confidence in one another or their leadership, they may
be reluctant to voice problems or provide useful criticism. The team's productivity
and overall success may suffer if problems like these are allowed to fester (Fischer et
al., 2020).
Managers must take the initiative to build confidence among team members in order
to overcome the difficulties that arise when working in a distributed team or under a
suspicious leader. One way to achieve this goal is to facilitate open decision-making,
communication, and team-building activities outside of the workplace. Managers
may earn their teams' confidence by communicating their expectations clearly,
creating attainable goals, and showing a genuine interest in the team's performance
(Ajah and Nweke, 2019). Managers can get around the problems that arise from a
lack of trust in virtual work settings by fostering trust and fostering connections
among remote team members. Erbil-remote Kurdistan's teams can communicate,
meet their objectives, and prosper in a digital setting if they can build confidence with
one another (Albukhitan, 2020).
2.2 Strategies for Leading Remote Teams in Erbil-Kurdistan
The challenges specific to leading distant teams in Erbil and Kurdistan can be met with
the right approach to management. In this paper, we will explore methods for leading
effective remote teams in Erbil, Kurdistan. To begin, effective leaders of remote
teams know the value of constant and open communication. Leaders are responsible
for facilitating regular, succinct, and unambiguous communication. Email, instant
messaging, and video conferencing are just some of the methods they can utilize to
keep everyone on the team in the loop. It is also important to establish and
communicate to the team its expectations for response times. Second, it's crucial for
leaders of remote teams to foster a sense of unity among their members. Leaders
need to facilitate ways for members of a distributed team to communicate and bond
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1089
with one another. Regular online social gatherings or team-building exercises can help
coworkers get to know one another and develop trust for one another (Raišienė et
al., 2020).
Leaders should set forth and communicate to their teams’ clear guidelines for
arranging meetings. They should be courteous and flexible when setting meeting
times, and they should make sure everyone on the team has the tools they need to
participate. Leaders should also remind team members to prioritize their work and
offer assistance when needed. Fourthly, leaders of remote teams must emphasize the
importance of feedback and praise. Leaders have an obligation to give their teams
frequent feedback and acknowledge their efforts. This can be accomplished through
the use of check-ins, performance reviews, and reward systems. Finally, it is crucial
for leaders of remote teams to make sure that their team members have access to all
of the resources they need. Leaders need to make sure their teams have all the tools
they need to do their duties properly. They need to back their team members up
when they hit a snag (Johnson et al., 2020). Clear communication, team building,
effective time management, feedback and recognition, and making sure team
members have the tools they need are all essential leadership skills for managing
remote teams in Erbil, Kurdistan. By adopting these practices, managers may
motivate and inspire their distributed teams to excel in a digital setting (Bacq et al.,
2020).
2.2.1 Invest in Technology
Technology access is a problem that can be addressed by investment. Staff
productivity and coordination can both benefit from access to fast internet and
cutting-edge computing equipment. Those in charge of remote teams must invest in
technology if they want to be successful. Today's digital age places a premium on the
use of technology to facilitate the efficient and effective collaboration of
geographically dispersed teams. This paper will explain why investing in technology is
so important for managing distributed teams and how Erbil-Kurdistan companies may
reap the rewards of doing so (Li et al., 2020).
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1090
One solution to the problem of inadequate access to technology is to invest in said
technology. Remote workers may not have the same access to office supplies as their
in-person counterparts. Businesses may provide their remote workers with the
technology they need to do their jobs well by investing in laptops, tablets, and video
conferencing software (Newman et al., 2020). Second, if you invest money in
technology, it can help your staff communicate more effectively. While working
remotely, effective communication is essential, and technology may help bridge the
gap. Email, instant messaging, and video conferencing are all great ways for members
of a distributed team to stay in touch and coordinate their efforts. Trust and unity
among the team are two further outcomes (Garro-Abarca et al., 2021). Third, putting
money into technology can boost output and effectiveness. Team members working
from afar can still accomplish a lot with the correct technology. Cloud-based storage,
for instance, allows team members easy access to and sharing of information, while
project management software helps track progress and manage tasks. Businesses
may get the most out of their remote staff by investing in tools that facilitate
collaboration and communication over long distances (Hacker et al., 2019). Fourth,
businesses that make technological investments often see improved competitive
standing. Companies in the modern digital age that allow employees to work
remotely have a better chance of attracting and retaining the best employees. In
order to maintain their competitive edge over the long term, organizations need to
invest in technology that allows for remote work. Finally, organizations that invest in
technology often see long-term cost savings. Businesses can save money on rent,
utilities, and other operational costs by allowing employees to work from home.
Another cost-saving benefit of remote work is a rise in employee satisfaction and
loyalty (Breuer et al., 2020).
2.2.2 Develop a Communication Plan
While leading a distributed team, it's crucial to establish an effective method of
communication. In order to maintain efficient communication within the team, this
strategy should include frequent check-ins, virtual meetings, and explicit
communication norms (Presbitero, 2020). While leading a remote team, it's essential
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1091
to create a strategy for how everyone will stay in touch. A well-designed
communication plan is essential for remote teams to retain coherence, clarity, and
collaboration. Without one, teams may find it difficult to stay on track and get their
work done. In this article, we'll go over why it's crucial for remote team leaders to
have a communication plan and what you should do to put together one that works.
Initially, a strategy for communicating might help get everyone on the same page.
Team members that are geographically dispersed may miss out on in-person
interactions and gatherings. Everyone on the team will know what to anticipate from
one another and from themselves if a communication strategy is established that
specifies how and when team members will communicate. In doing so, you can
ensure that everyone is on the same page and contributing toward the same ends.
Second, a communication strategy can help lay the groundwork for how you and your
team will interact (Nordbäck and Espinosa, 2019).
When members of a team are in different locations, they may have strong opinions
on the best means of communication between them. Teams can set clear parameters
for communication by creating a communication plan that specifies the
recommended communication routes for certain communications. This has the
potential to improve the speed and accuracy with which messages are received and
processed. As a third benefit, a communication strategy can facilitate the
establishment of a routine for meetings and other forms of contact. Regular
communication is essential for remote teams to stay on the same page and handle
any difficulties as soon as they arise (Caligiuri et al., 2020).
Teams may guarantee that there is constant communication and that everyone is up
to speed by creating a strategy that includes regular check-ins and meetings. Fourth,
a strategy for communicating with one another can aid in establishing credibility and
encouraging group solidarity. It might be difficult for team members to connect and
bond when they are spread out across different locations. Teams can generate trust
and camaraderie by creating a communication strategy that prioritizes opportunities
for social engagement and team building. As a result, people are more likely to work
together productively. Finally, a communication strategy can aid groups in adjusting
to new circumstances on the job. Teams that work remotely may need to respond
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1092
swiftly to unforeseen developments or obstacles. Teams can improve their
preparedness for dealing with unforeseen occurrences by creating a communication
strategy that includes contingency measures and procedures for responding to
change (Cortellazzo et al., 2019).
2.2.3 Build Trust
In Erbil, Kurdistan, trust is essential for remote team management. Managers may
create trust with their teams by setting clear goals, assigning roles, and checking in
often with employees to see how things are going. Having everyone on the team take
responsibility for their actions is a great way to foster honesty and open
communication (Mysirlaki and Paraskeva, 2020). Building confidence in a remote
team can be especially difficult for a leader. Lack of trust in a team can hinder its
ability to effectively communicate, work together, and produce results. This essay will
address the value of trust in remote leadership and offer suggestions for how to foster
it (Hamouche, 2021).
First and foremost, your team needs well-defined goals and objectives. Members of
a remote team may have varying work habits, time zones, and preferred methods of
contact. As a leader, you must establish ground rules for your team's communication
style, frequency of updates, and desired level of productivity. When everyone knows
what is expected of them, they can have more faith that their teammates have their
best interests at heart (Ferreira et al., 2021). Second, maintain open lines of
communication constantly. It's possible for remote workers to feel alienated from the
rest of the team and the company as a whole. Leaders that maintain open lines of
communication with their teams are more likely to have productive and satisfied
employees. Having check-ins, team meetings, and one-on-ones on a frequent basis
can help with this. Employees are more inclined to have faith in their coworkers and
the company as a whole when they feel they are being kept informed. Thirdly,
honesty and openness are vital. Being forthright about the organization's aims,
struggles, and achievements is crucial to fostering trust. Team members are more
likely to trust their colleagues and the business as a whole when they believe they are
being given the truth, even when it is unpleasant to hear. Fourth, it's important to
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1093
encourage communication and cooperation among members of a group. Team
members who must work from home may miss out on the daily conversations that
occur organically in an office setting. It is crucial for a leader to facilitate team
members meeting and interacting with one another. Virtual team-building exercises,
get-togethers, and casual check-ins are all great ways to accomplish this. Team
members are more likely to trust one another when they feel that they have formed
ties with one another and the team as a whole (Nash and Churchill, 2020).
Last but not least, achievements should be celebrated. It's easy to lose sight of the
contributions of remote workers. As a leader, it's your responsibility to celebrate the
wins, big and small, of your team members. Team members might be motivated to
work harder by being publicly recognized, rewarded, or even just acknowledged for
their efforts. Employees are more inclined to have faith in their coworkers and the
company as a whole when they see evidence that their efforts are valued (Larson and
DeChurch, 2020).
2.2.4 Create a Sense of Community
Building connections with others can help remote workers feel less alone. Managers
may help remote workers feel like they belong by encouraging them to work together,
setting up opportunities for them to socialize, and celebrating the team's triumphs
(Kniffin et al., 2021). Building a sense of camaraderie is crucial for leaders of
distributed teams. Members of a team may get alienated from their work and from
each other if they don't have a strong sense of community among them. This article
will examine the value of community building for remote team leaders and offer
suggestions for how to go about doing so (Chanana, 2021).
First and foremost, it's important to facilitate team members' ability to meet and get
to know one another. Members of a team that must work remotely may miss out on
the casual conversations that occur during the workday. As a leader, you should
always be looking for ways to facilitate interpersonal relationships among your team
members. This can be accomplished through online get-togethers, social gatherings,
and casual checks in with one another. Members are more likely to develop a sense
of community when they are invested in the success of the team and have established
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1094
relationships with other members (Obrenovic et al., 2020). Second, get everyone on
the same page by identifying a common goal. Members of a remote team may have
varying work styles, schedules, and preferred methods of contact. An important part
of being a leader is giving your people something to rally around. This can be done by
sharing the team's vision, checking in frequently to see whether everyone is on the
same page, and celebrating successes both big and small. Team members are more
likely to develop a sense of community when they are working towards a common
goal (Verma and Gustafsson, 2020).
Lastly, it's important to encourage communication and share information. Team
members who are separated by distance from one another may miss out on the
informal learning and cooperation that occurs when everyone is in the same room. It
is crucial for a leader to facilitate opportunities for team members to work together
and share their expertise. Virtual brainstorming, collaborative work on projects, and
regular information exchanges are all ways to accomplish this. Team members are
more likely to develop a sense of community when they believe they are working
together towards a similar goal and exchanging knowledge (Azizi et al., 2021). Open
dialogue and suggestions should be encouraged, per the fourth point. It's important
to encourage open communication among remote workers to prevent them from
feeling isolated and uninvolved in the team's work. It is crucial for a leader to promote
two-way communication and feedback. Having regular one-on-one meetings, group
sessions, and anonymous feedback channels are all great ways to accomplish this.
Team members are more likely to feel a sense of community when they believe their
opinions are being acknowledged (Wang et al., 2020).
Last but not least, achievements should be celebrated. Team members' efforts are
often undervalued when they are separated by physical distance. As a leader, it's your
responsibility to celebrate the wins, big and small, of your team members. Team
members might be motivated to work harder by being publicly recognized, rewarded,
or even just acknowledged for their efforts. People on a team are more likely to bond
with one another if they believe their efforts are being appreciated (Collings et al.,
2021).
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1095
3. Research Methodology
The research approach that would be used to explore the formation of a sense of
community in the leadership of remote teams would comprise a number of steps. An
overview of the most important aspects is as follows:
3.1 Research Design
Quantitative research methods such as surveys or questionnaires were used to gather
data on the specific challenges faced by leaders of remote teams. The survey
questions focused on areas such as technological limitations, communication
barriers, trust issues, and building a sense of community. The data collected from
these surveys was then analyzed using statistical methods to identify the most
prevalent challenges and their impact on team success.
3.2 Sample Size
For the purpose of the study, a random sampling technique was used to locate
individuals who have prior experience managing distributed teams. The sample would
consist of team members and team leaders who have prior experience working
remotely for at least six months and who also have prior experience leading remote
teams from different private businesses in Erbil. However, the researcher distributed
120 questionnaires among employees working at private businesses in Erbil, but only
112 questionnaires were received by the researcher.
3.3 Ethical Considerations
Ethical considerations were gaining informed consent from study participants,
protecting confidentiality, and ensuring that the study does not cause any harm to
either the subjects or the organization.
3.4 Research Contribution
Identifying optimal practices for creating a sense of belonging in remote teams, the
study's findings would add to the existing literature on leading remote teams. The
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1096
study would also shed light on the difficulties of remote team leadership in Erbil,
Kurdistan, and make suggestions for further study in this area.
4. Analysis and Findings
Based on the data collected and analyzed for this study, it appears that a lack of access
to suitable technology is a significant impediment to the success of remote teams in
Erbil, Kurdistan. According to the study's findings, technological obstacles are a
common hindrance to the success of remote teams in Erbil, Kurdistan. Problems with
connectivity to the internet, scarcity of digital resources, and poor technical help all
fall under this category.
The research demonstrates that distant teams in Erbil and Kurdistan require
technological investments from their managers. Some examples of this kind of
investment are making sure everyone has access to the internet, buying and updating
the appropriate digital resources, and giving technical assistance to staff members.
The study also discovered that remote teams' ability to communicate and collaborate
is hindered by their limited access to technology. The inability to effectively
communicate can cause delays and missteps when remote team members are
involved.
4.1 Reliability Analysis
Table (1): Reliability Analysis
Variable Name Sample
Size
Cronbach's
Alpha
Item-Total
Correlation
Mean Standard
Deviation
Limited Access to
Technology
112 0.79 0.72 3.46 1.14
Communication
Barriers
112 0.75 0.59 3.01 0.94
Lack of Trust
112
.071
.061
4.04
0.97
Invest in Technology
112
0.89
0.79
3.89
0.81
Develop a
Communication Plan
112 0.82 0.71 3.43 0.91
Build Trust
112
0.91
0.81
3.98
0.77
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1097
Create a Sense of
Community
112 0.79 0.74 3.56 0.89
Source: SPSS 28, by the researchers, 2023
Seven indicators of remote teams and their dependability are displayed in the table
below. Reduced access to technology, difficulties in communicating, lack of trust,
investment in technology, communication strategy, trust development, and
community building are the variables. The names of the variables are listed in the first
column. The number of people who answered questions about each variable is
displayed in the second column as the sample size. Cronbach's alpha, a measure of
the internal consistency of the questions pertaining to each variable, is presented in
the third column. Cronbach's alpha can be between 0 and 1, with values above 0.7
being suitable for scientific study. Cronbach's alpha scores above 0.68 in this table
indicate adequate internal consistency between questions measuring different
aspects of each variable. The item-total correlation, which accounts for the
relationship between each question and the total score on the variable, is displayed
in the fourth column. The accepted range for item-total correlation in scientific
studies is between 0.5 and 1, with values above 0.5 being the norm. All variables in
this table have item-total correlation values greater than 0.5, indicating that all
questions are equally weighted in determining the final score on the variable. The
averages for each variable are shown in the fifth column. The mean score represents
the average response to questions on each variable across all participants. The
standard deviation, a statistical measure of the range of possible answers, is displayed
in the final column. More response variability corresponds to a higher standard
deviation, while reduced response variability corresponds to a lower standard
deviation.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1098
4.2 Correlation Analysis
Table (2): Correlations Analysis
Variables
LAT
CB
LT
IT
DCP
BT
CSC
Limited Access
to Technology
(LAT)
1.00
Communication
Barriers
(CB)
0.304**.
1.00
Lack of Trust
(LT)
0.599**.
0.41**.
1.00
Invest in
Technology
(IT)
0.711**.
0.38**.
0.33**.
1.00
Develop a
Communication
Plan
(DCP)
0.553**.
0.59**.
0.44**.
0.39**.
1.00
Build Trust
(BT)
0.709**.
0.66**.
0.63**.
0.36**.
0.42**.
1.00
Create a Sense
of Community
(CSCO
0.664**.
0.71**.
0.75**.
0.59**.
0.74**.
0.77**.
1.00
**. Correlation is
significant at the 0.01 level (2
-
tailed).
Source: SPSS 28, by the researchers, 2023
The correlation matrix provided shows the correlations between different variables
related to remote team leadership. Communication Barriers (CB) has a positive
correlation of 0.304 with LAT. This suggests that there is a weak positive relationship
between limited access to technology and communication barriers. Lack of Trust (LT)
has a moderate positive correlation of 0.599 with LAT and a moderate positive
correlation of 0.41 with CB. This indicates that limited access to technology and
communication barriers are both moderately related to the lack of trust. Invest in
Technology (IT) has a strong positive correlation of 0.711 with LAT and a moderate
positive correlation of 0.38 with CB. This suggests that investing in technology is
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1099
strongly related to limited access to technology and moderately related to
communication barriers. Develop a Communication Plan (DCP) has a moderate
positive correlation of 0.553 with LAT, 0.59 with CB, and 0.44 with LT. This indicates
that developing a communication plan is moderately related to limited access to
technology, communication barriers, and lack of trust. Build Trust (BT) has a strong
positive correlation of 0.709 with LAT, 0.66 with CB, and 0.63 with LT. This suggests
that building trust is strongly related to limited access to technology, communication
barriers, and lack of trust. Create a Sense of Community (CSCO) has a strong positive
correlation of 0.664 with LAT, 0.71 with CB, 0.75 with LT, 0.59 with IT, 0.74 with DCP,
and 0.77 with BT. This indicates that creating a sense of community is strongly related
to all the variables in the study, including limited access to technology,
communication barriers, lack of trust, investing in technology, developing a
communication plan, and building trust. In summary, the correlation matrix reveals
the relationships between different variables related to remote team leadership. It
indicates the strength and direction of the relationships, providing insights into how
these variables are interconnected.
4.3 Regression Analysis
Table (3): Coefficients
Variables Coefficient Standard
Error
t-value p-value
Limited Access to
Technology
0.449 0.029 6.368 0.000
Communication Barriers
0.
581
0.0
43
5
.
813
0.000
Lack of Trust
0.
644
0.0
34
5
.
486
0.000
Dependent Variable:
Strategies
for Success
Source: SPSS 28, by the researchers, 2023
The regression analysis provided shows the relationship between the independent
variables (Limited Access to Technology, Communication Barriers, and Lack of Trust)
and the dependent variable (Strategies for Success). Here's an explanation of the
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1100
analysis: The coefficient of 0.449 indicates that for every one-unit increase in Limited
Access to Technology, there is a predicted increase of 0.449 units in Strategies for
Success. The p-value of 0.000 indicates that this relationship is statistically significant,
suggesting that Limited Access to Technology has a significant impact on Strategies
for Success. The coefficient of 0.581 indicates that for every one-unit increase in
Communication Barriers, there is a predicted increase of 0.581 units in Strategies for
Success. The p-value of 0.000 indicates that this relationship is statistically significant,
suggesting that Communication Barriers have a significant impact on Strategies for
Success. The coefficient of 0.644 indicates that for every one-unit increase in Lack of
Trust, there is a predicted increase of 0.644 units in Strategies for Success. The p-value
of 0.000 indicates that this relationship is statistically significant, suggesting that Lack
of Trust has a significant impact on Strategies for Success. The regression analysis
indicates that Limited Access to Technology, Communication Barriers, and Lack of
Trust are all significant predictors of Strategies for Success. This means that as these
variables increase, there is a predicted increase in the use of effective strategies for
success in managing remote teams. The analysis provides valuable insights into the
factors that contribute to successful strategies in leading remote teams.
6. Conclusion
Managing distributed teams in Erbil-Kurdistan presents its own specific set of
obstacles that must be overcome. Yet, managers can successfully lead remote teams
in Erbil, Kurdistan, if they make investments in technology, implement a
communication plan, work to build trust among their employees, and cultivate a
sense of community. To ensure that distributed teams can be productive and
successful, it is vital to get an understanding of the obstacles they face and put into
practice effective ways for overcoming those challenges. After conducting research
on seven different variables, it is possible to draw the conclusion that remote team
leadership in Erbil, Kurdistan, faces significant challenges. These challenges include
limited access to technology, communication barriers, a lack of trust, investment in
technology, a communication plan, building trust, and creating a sense of community.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1101
These obstacles might result in decreased production, lower morale, and a lack of
cohesion among the team members.
The leadership of a remote team might also be hampered by communication
obstacles. The leaders of a remote team should prepare a communication strategy
that explains how members of the team will communicate. This plan should include
details such as which communication channels to utilize, how frequently they will
communicate, and what information will be communicated. This plan of
communication ought to include handling the language obstacles and cultural
differences that could get in the way of communication (Khan et al., 2019). It is crucial
for effective leadership to build trust among team members who are physically
separated. In order to successfully cultivate connections as well as cooperation and
collaboration among members of a team, trust is an essential component. Trust may
be built by leaders through giving support and resources, defining clear objectives for
employees, providing feedback on performance, and recognizing employees for doing
a good job.
In addition, the report emphasizes ways that can be applied to solve these difficulties.
Some examples of these tactics include investing in technology, having a
communication plan, building trust, and creating a sense of community. These tactics
can assist leaders of remote teams in overcoming hurdles to communication, building
trust with team members, and developing a shared sense of purpose and belonging
that is shared by all team members. However, it is essential to keep in mind that these
tactics might not be universally applicable and would require some modification in
order to work effectively for a remote team in a particular setting. It is necessary to
do additional research in order to discover additional techniques and analyze the
efficacy of the strategies that were proposed in this study. In general, the findings of
this study provide insights into the challenges and potential solutions for remote
team leadership in Erbil, Kurdistan.
6. Recommendations
The following suggestions are based on the findings of the research on the difficulties
and solutions of leading distributed teams in Erbil, Kurdistan:
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1102
In light of this, it is suggested that distant team leaders in Erbil, Kurdistan, invest in
technology to improve communication and collaboration and that they also provide
frequent training to team members on how to use digital tools successfully. This will
aid in developing a more efficient remote team and boost their ability to achieve their
goals.
Businesses must invest in technology to provide remote workers with access to the
data and applications they need to do their jobs successfully. The provision of
laptops, software, and other hardware for remote work may fall under this category.
Leaders of remote teams should create a strategy for meeting the group's specific
communication requirements. Regular check-ins, teleconferences, and other means
of electronic communication should all figure into this strategy.
Despite the limitations of remote work, these suggestions can help organizations and
executives better support their remote staff and foster a good and productive work
environment.
Organizations and their leaders in Erbil, Kurdistan, especially those that manage
remote teams, can learn a great deal from this study. This research has shed light on
the difficulties of leading distributed teams and the methods that can be used to
overcome them. The report emphasizes the need to invest in technology that
facilitates the work of remote teams. The technology and software required for
remote team members to effectively interact and cooperate must be made available.
The necessity of a well-thought-out communication strategy outlining how and when
team members should interact with one another remotely is another implication.
This can be useful for breaking down communication barriers and keeping everyone
on the team informed and involved.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1103
References
Ahlstrom, D., Arregle, J. L., Hitt, M. A., Qian, G., Ma, X., & Faems, D. (2020). Managing
technological, sociopolitical, and institutional change in the new
normal. Journal of Management Studies, 57(3), 411-437.
Ajah, I. A., & Nweke, H. F. (2019). Big data and business analytics: Trends, platforms,
success factors and applications. Big Data and Cognitive Computing, 3(2), 32.
Akpan, I. J., Soopramanien, D., & Kwak, D. H. (2021). Cutting-edge technologies for
small business and innovation in the era of COVID-19 global health
pandemic. Journal of Small Business & Entrepreneurship, 33(6), 607-617.
Akpan, I. J., Udoh, E. A. P., & Adebisi, B. (2022). Small business awareness and
adoption of state-of-the-art technologies in emerging and developing
markets, and lessons from the COVID-19 pandemic. Journal of Small Business
& Entrepreneurship, 34(2), 123-140.
Albukhitan, S. (2020). Developing digital transformation strategy for
manufacturing. Procedia computer science, 170, 664-671.
Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., & Naemi, R. (2021). Innovative human
resource management strategies during the COVID-19 pandemic: A
systematic narrative review approach. Heliyon, 7(6), e07233.
Bacq, S., Geoghegan, W., Josefy, M., Stevenson, R., & Williams, T. A. (2020). The
COVID-19 Virtual Idea Blitz: Marshaling social entrepreneurship to rapidly
respond to urgent grand challenges. Business Horizons, 63(6), 705-723.
Bailey, K., & Breslin, D. (2021). The COVID-19 pandemic: what can we learn from past
research in organizations and management?. International Journal of
Management Reviews, 23(1), 3-6.
Bartsch, S., Weber, E., Büttgen, M., & Huber, A. (2020). Leadership matters in crisis-
induced digital transformation: how to lead service employees effectively
during the COVID-19 pandemic. Journal of Service Management, 32(1), 71-85.
Breuer, C., Hüffmeier, J., Hibben, F., & Hertel, G. (2020). Trust in teams: A taxonomy
of perceived trustworthiness factors and risk-taking behaviors in face-to-face
and virtual teams. Human Relations, 73(1), 3-34.
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020).
International HRM insights for navigating the COVID-19 pandemic:
Implications for future research and practice. Journal of international business
studies, 51, 697-713.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1104
Chanana, N. (2021). Employee engagement practices during COVID-19
lockdown. Journal of public affairs, 21(4), e2508.
Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M. (2021). Strategic human
resource management and COVID-19: Emerging challenges and research
opportunities. Journal of Management Studies, 58(5), 1378.
Collings, D. G., Nyberg, A. J., Wright, P. M., & McMackin, J. (2021). Leading through
paradox in a COVID-19 world: Human resources comes of age. Human
Resource Management Journal, 31(4), 819-833.
Conboy, K., & Carroll, N. (2019). Implementing large-scale agile frameworks:
challenges and recommendations. IEEE software, 36(2), 44-50.
Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized
world: A review. Frontiers in psychology, 10, 1938.
Donthu, N., & Gustafsson, A. (2020). Effects of COVID-19 on business and
research. Journal of business research, 117, 284-289.
Fernandez, A. A., & Shaw, G. P. (2020). Academic leadership in a time of crisis: The
Coronavirus and COVID-19. Journal of leadership Studies, 14(1), 39-45.
Ferreira, R., Pereira, R., Bianchi, I. S., & da Silva, M. M. (2021). Decision factors for
remote work adoption: advantages, disadvantages, driving forces and
challenges. Journal of Open Innovation: Technology, Market, and
Complexity, 7(1), 70.
Fischer, M., Imgrund, F., Janiesch, C., & Winkelmann, A. (2020). Strategy archetypes
for digital transformation: Defining meta objectives using business process
management. Information & Management, 57(5), 103262.
Ford, D., Storey, M. A., Zimmermann, T., Bird, C., Jaffe, S., Maddila, C., ... & Nagappan,
N. (2021). A tale of two cities: Software developers working from home during
the covid-19 pandemic. ACM Transactions on Software Engineering and
Methodology (TOSEM), 31(2), 1-37.
Garro-Abarca, V., Palos-Sanchez, P., & Aguayo-Camacho, M. (2021). Virtual teams in
times of pandemic: Factors that influence performance. Frontiers in
Psychology, 12, 624637.
Hacker, J. V., Johnson, M., Saunders, C., & Thayer, A. L. (2019). Trust in virtual teams:
A multidisciplinary review and integration. Australasian Journal of Information
Systems, 23.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1105
Hamouche, S. (2021). Human resource management and the COVID-19 crisis:
Implications, challenges, opportunities, and future organizational
directions. Journal of Management & Organization, 1-16.
Hartmann, N. N., & Lussier, B. (2020). Managing the sales force through the
unexpected exogenous COVID-19 crisis. Industrial Marketing
Management, 88, 101-111.
Johnson, N., Veletsianos, G., & Seaman, J. (2020). US Faculty and Administrators'
Experiences and Approaches in the Early Weeks of the COVID-19
Pandemic. Online Learning, 24(2), 6-21.
Khan, A. A., Shameem, M., Kumar, R. R., Hussain, S., & Yan, X. (2019). Fuzzy AHP based
prioritization and taxonomy of software process improvement success factors
in global software development. Applied Soft Computing, 83, 105648.
Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., ... &
Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and
insights for future research and action. American psychologist, 76(1), 63.
Larson, L., & DeChurch, L. A. (2020). Leading teams in the digital age: Four
perspectives on technology and what they mean for leading teams. The
leadership quarterly, 31(1), 101377.
Li, J., Ghosh, R., & Nachmias, S. (2020). In a time of COVID-19 pandemic, stay healthy,
connected, productive, and learning: Words from the editorial team of
HRDI. Human Resource Development International, 23(3), 199-207.
Martela, F. (2019). What makes self-managing organizations novel? Comparing how
Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six
fundamental problems of organizing. Journal of Organization Design, 8(1), 23.
Mysirlaki, S., & Paraskeva, F. (2020). Emotional intelligence and transformational
leadership in virtual teams: Lessons from MMOGs. Leadership & Organization
Development Journal, 41(4), 551-566.
Nash, M., & Churchill, B. (2020). Caring during COVID-19: A gendered analysis of
Australian university responses to managing remote working and caring
responsibilities. Gender, Work & Organization, 27(5), 833-846.
Newman, S. A., Ford, R. C., & Marshall, G. W. (2020). Virtual team leader
communication: Employee perception and organizational
reality. International Journal of Business Communication, 57(4), 452-473.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1106
Nordbäck, E. S., & Espinosa, J. A. (2019). Effective coordination of shared leadership
in global virtual teams. Journal of Management Information Systems, 36(1),
321-350.
Obrenovic, B., Du, J., Godinic, D., Tsoy, D., Khan, M. A. S., & Jakhongirov, I. (2020).
Sustaining enterprise operations and productivity during the COVID-19
pandemic:“Enterprise Effectiveness and Sustainability
Model”. Sustainability, 12(15), 5981.
Parker, S. K., & Grote, G. (2022). Automation, algorithms, and beyond: Why work
design matters more than ever in a digital world. Applied Psychology, 71(4),
1171-1204.
Presbitero, A. (2020). Foreign language skill, anxiety, cultural intelligence and
individual task performance in global virtual teams: A cognitive
perspective. Journal of International Management, 26(2), 100729.
Raghuram, S., Hill, N. S., Gibbs, J. L., & Maruping, L. M. (2019). Virtual work: Bridging
research clusters. Academy of Management Annals, 13(1), 308-341.
Raišienė, A. G., Rapuano, V., Varkulevičiūtė, K., & Stachová, K. (2020). Working from
home—Who is happy? A survey of Lithuania’s employees during the COVID-
19 quarantine period. Sustainability, 12(13), 5332.
Rudolph, C. W., Allan, B., Clark, M., Hertel, G., Hirschi, A., Kunze, F., ... & Zacher, H.
(2021). Pandemics: Implications for research and practice in industrial and
organizational psychology. Industrial and Organizational Psychology, 14(1-2),
1-35.
Verma, S., & Gustafsson, A. (2020). Investigating the emerging COVID-19 research
trends in the field of business and management: A bibliometric analysis
approach. Journal of Business Research, 118, 253-261.
Waizenegger, L., McKenna, B., Cai, W., & Bendz, T. (2020). An affordance perspective
of team collaboration and enforced working from home during COVID-
19. European Journal of Information Systems, 29(4), 429-442.
Wang, Z., Sun, H., Shen, C., Hu, X., Gao, J., Li, D., ... & Hou, T. (2020). Combined
strategies in structure-based virtual screening. Physical Chemistry Chemical
Physics, 22(6), 3149-3159.
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1107
Appendix
Questionnaire
The challenges of Leading Remote Teams and its influence on Strategies for
Success
"I am preparing an academic article about “The challenges of Leading Remote Teams
and its influence on Strategies for Success " and I assure you that all data collected
through the questionnaire will be kept confidential. Please proceed with filling out
the questionnaire, and rest assured that your responses and personal information will
remain confidential.
Section 1: Personal Information
1. Age: __________________________
2. Gender: __________________________
3. Years of Experience: __________________________
Section 2: The Challenges of Leading Remote Teams
Instructions: Rate based on your personal opinion about the Challenges of Leading
Remote Teams on a scale of 1 to 5, where 1 represents "Poor" and 5 represents
"Excellent."
Pronunciation Practice
No
Question 1
2
3
4
5
1 How would you rate the level of communication barriers
faced when leading remote teams
2 It is necessary to have an effective task allocation and
coordination in remote teams
3 I feel of isolation or disconnection among remote team
members
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1108
4 I can easily handle conflicts or disagreements within remote
teams
5 On a scale of 1 to 5, how challenging is it to build trust among
remote team members?
6 I face challenges when establishing a sense of teamwork and
collaboration in remote teams
7 I believe that leading a team remotely considers as an
effective strategy for success
Section 3: Strategies for Success
Instructions: Rate based on your personal opinion about the Strategies for Success in
Leading Remote Teams on a scale of 1 to 5, where 1 represents "Poor" and 5
represents "Excellent."
Pronunciation Practice
No
Question 1
2
3
4
5
1 On a scale of 1 to 5, how challenging is it to build trust among
remote team members?
2 I believe communication is considered the most influential
challenge in leading remote teams.
3 I believe Technological limitations are considered the most
influential challenge in leading remote teams.
4 I believe Time zone differences are considered the most
influential challenge in leading remote teams.
5 I believe it is important to have continuous learning and
professional development among remote team member
6 I believe it is remote working will be a healthy work-life
balance for remote team members
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1109
__________________________________________________________
QALAAI ZANISTSCIENTIFIC JOURNAL
A Scientific Quarterly Refereed Journal Issued by Lebanese French University – Erbil, Kurdistan, Iraq
Vol. (8), No (5), Winter 2023
ISSN 2518-6566 (Online) - ISSN 2518-6558 (Print)
1110
.
