To get the work done, virtual leaders may become more directive because they feel a loss of control. It is difficult to monitor employees’ work remotely. To compensate, they over-rely on providing structure and direction to monitor and control. 
Paradoxically, this more directive approach is the opposite of what is needed for effective virtual leadership. Instead, research suggests it is more important for virtual leaders to empower employees and promote self-leadership. Although leaders certainly need to provide structure and direction, they also need to learn how to let go.

Learning To Let Go

<ul>
<li>Threats to team commitment and trust. Building team commitment, trust, and mutual support virtually, is challenging. By focusing on relationship-focused activities, leaders promote a collective sense of purpose and a positive environment. </li>
<li>Feelings of isolation. Virtual work increases feelings of isolation. This makes it more important to be supportive and address team members’ concerns. </li>
<li>Benefits of autonomy. Virtual work bestows autonomy, and employees appreciate choosing when, where, and how to complete their work. This increases motivation and well-being.</li>
</ul>

The Challenges And Opportunities Of Virtual Work

Accept that micromanagement isn’t possible as a virtual leader. Delegate to team members and empower them to manage their own performance. 
Studies show that team leaders fear becoming dispensable and underestimate team members’ ability to lead when necessary. This hinders virtual team effectiveness. Delegation signals that you trust team members’ competence, which promotes stronger relationships and inspires confidence.

Five Leadership Best Practices: Delegate

In the office, leaders can clearly view progress and provide immediate feedback through direct communication. This is more challenging through a screen.
So, rather than being overly directive, leaders should create conditions where employees feel empowered to complete their work, act in the team’s best interest, and make decisions about their work.

The Lack Of Visibility

Leaders must give up on their desire to control. If letting go is difficult, take time to self-reflect. Why micromanage and smother employees? Why keep checking if team members are connected?
Employees know when leaders are checking in out of genuine concern and when they are using that check-in as a means of control.

Five Leadership Best Practices: Stop Controlling

Team members need to know that you care about their well-being and are there to support them. So, check in regularly and encourage team members to keep everyone informed of their activities and any challenges. 
This fosters an environment of trust, commitment, and strong team identity. The goal is to send a message that you want to help but aren’t micromanaging.

Five Leadership Best Practices: Check-In Regularly And Encourage Your Team

Creating space for team members to speak up and is even more critical in virtual environments where people offer feedback less readily. 
But, it may not happen unless leaders make a special effort to solicit feedback, surround themselves with people who keep them honest, and reward this behaviour.

Five Leadership Best Practices: Give People Permission To Speak Up

Ethics and collaboration aside, evaluate employees on the outcomes of their work rather than how, when, and from where they produce those outcomes. 
Remember that employees value the autonomy working virtually provides because it gives them enormous flexibility to balance their personal and professional lives. Trust your team to work in their preferred way—so long as they achieve desired results.

Five Leadership Best Practices: Focus On Results

Researchers from the School of Business at George Washington University showed that relationship-focused leadership is a stronger predictor of virtual team performance than task-focused leadership, and explain best practices to encourage it.
