Perceptions of how spiritual leadership enhances connectedness in blended teams
Orientation: Before the coronavirus disease 2019 (COVID-19) pandemic, employees in most industries were expected to work from the office during their stipulated working hours. The pandemic notably changed this norm, creating unique challenges for managers who were not used to leading remote teams. S...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
AOSIS
2025-06-01
|
| Series: | SA Journal of Human Resource Management |
| Subjects: | |
| Online Access: | https://sajhrm.co.za/index.php/sajhrm/article/view/2958 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | Orientation: Before the coronavirus disease 2019 (COVID-19) pandemic, employees in most industries were expected to work from the office during their stipulated working hours. The pandemic notably changed this norm, creating unique challenges for managers who were not used to leading remote teams. Since then, hybrid work has become more common, and organisations have been trying out different hybrid models.
Research purpose: This research aimed to explore managers’ perceptions of how spiritual leadership enhances connectedness in blended teams within the financial industry.
Motivation for the study: The increasing prevalence of blended teams necessitates a deeper understanding of how managers perceive and understand the challenges and opportunities in fostering connectedness through utilising spiritual leadership approaches within these teams.
Research approach/design and method: A qualitative research approach employing a purposive sample was followed and semi-structured interviews were used to gather data from 12 managers in the financial services industry which were then thematically analysed.
Main findings: The findings revealed differences in team dynamics between blended and co-located teams and the resolution of conflict. Spiritual leadership traits and practices that supported connectedness in blended teams were revealed, including compassion, integrity and empathy.
Practical/managerial implications: This research offers key leadership competencies and practices needed to successfully leverage spiritual leadership in enhancing connectedness when managing blended teams.
Contribution/value-add: The research offers valuable insights for organisations seeking to adapt to blended work models. |
|---|---|
| ISSN: | 1683-7584 2071-078X |