Remote leadership in health care: a scoping review

Purpose The degree of remote working has increased in the health-care sector, but remote leadership in health-care contexts has not been systematically studied. Thus, the purpose of this review was to map existing literature and research themes of remote leadership in health care and identify potential research gaps to guide future studies. Design/methodology/approach A scoping review with narrative synthesis was conducted, covering all published literature addressing remote, virtual, online or distance leadership practices. The ABI/INFORM Collection, CINALH, PsycArticles, Scopus and Web of Science, MedNar, Open Grey and PQDT Open databases were searched electronically, and Finnish Journal of eHealth and eWelfare was searched manually. Findings In total 15 articles were included in the review. Most literature concerning remote leadership in health care has been published during the past three decades. The main themes discerned in this research stream are related to interactions, work environments, leadership in practice, use of technology and needs for more study of remote leadership and guidance for remote leaders. Research limitations/implications Research on remote leadership in health care is limited, patchy and associated concepts vary substantially. More comprehensive research on the phenomenon is needed, with more systematic attention to, and coverage of, relevant populations, concepts, contexts and the identified themes. Originality/value To the best of the authors’ knowledge, this appears to be the first review to map research on remote leadership in health care and identify research gaps, which is important as its prevalence has rapidly increased.

Composing Peace

The book explores how diversity in United Nations’ peace mission composition affects peacekeeping effectiveness. It identifies four key dimensions of composition: Blue Helmets’ field diversity, top mission leadership diversity (between Force Commander and Special Representative of the Secretary General), vertical leadership distance (Leadership-Blue Helmets), and horizontal distance with the local population. Each dimension of diversity of mission is measured as linguistic, geographical, and religious distance. Our book conceptualizes original mechanisms—i. resolve commitment; ii. informative trust; iii. informative communicability; iv. skilled persuasion—through which diversity can shape mission effectiveness such as trust, communicability, deterrence, and persuasion. It then evaluates each dimension separately through three pathway case studies—the UN missions in Lebanon, in Mali, and in the Central African Republic—and quantitative analyses based on a global dataset of peacekeeping operations deployed since the end of the Cold War. The book finds that diversity of Blue Helmets and diversity of top leadership may increase the mission’s capacity to reduce battle-field violence and civilian victimization. At the same time, the effects of diversity are contextual and contingent. In fact, looking at the relation between peacekeepers and Force Commanders, proximity between them is generally associated with better performances. Furthermore, homogeneity between local populations and peacekeepers, or low distance between them, is also related to low levels of hostility and casualties. This book crucially demonstrates why diversity of mission composition is a key variable to consider when trying to enhance peacekeeping effectiveness.

Long Distance Leadership

Because virtual teams are becoming more common in global organizations, research that explicates issues related to this emergent organizational phenomenon is necessary. One major topic is the leadership of virtual teams. Drawing on data from a series of in-depth interviews with project leaders, senior managers, and executives of six global organizations, in this chapter, what virtual team leaders perceive to be effective communicative tactics in virtual settings will be illustrated. Specifically, tactics related to two leadership challenges commonly cited in the academic and popular press are explored: (a) overcoming virtual team members’ feelings of isolation—feelings of disconnectedness, lack of cohesiveness, and limited identification with the virtual team leader and the organization; and (b) building and maintaining trust. Also presented in the chapter are some strategies for managing cross-cultural communication issues, and tips are offered on the use of communication technologies in distanced settings.