Exploring Indicators of Adaptive Capability in Remote Leadership Practices

Abstract

This study aimed to explore the behavioral, cognitive, and emotional indicators of adaptive capability in remote leadership practices among organizational leaders in Tehran. Using a qualitative research design, the study recruited 23 participants through purposive sampling from various sectors in Tehran, all of whom had at least one year of experience leading remote teams. Data were collected through in-depth semi-structured interviews and analyzed using thematic analysis with the aid of NVivo software. Interviews continued until theoretical saturation was achieved. Thematic coding was conducted through open, axial, and selective coding procedures, ensuring reliability through member checking and an audit trail of analytic decisions. Three main themes emerged from the data: cognitive flexibility in decision-making, relational adaptability and communication, and self-regulation and emotional resilience. Subthemes included rapid situation assessment, scenario-based thinking, empathetic listening, trust-building in virtual settings, feedback personalization, emotional self-awareness, and digital fatigue prevention. Leaders described iterative decision cycles, decentralized input gathering, and adaptive goal setting as critical to navigating ambiguity. They also highlighted relational strategies such as tone calibration, boundary awareness, and proactive emotional regulation as essential to maintaining team trust and performance in remote contexts. The findings underscore that adaptive capability in remote leadership is a multidimensional construct involving dynamic decision-making, relational agility, and self-regulatory practices. These adaptive behaviors are essential for effective leadership in distributed, uncertain, and technologically mediated environments. The study offers a contextually grounded framework that can inform leadership development, organizational design, and future research on virtual team effectiveness.