VARIATION IN LEADERSHIP STYLES IN THE HYBRID WORK ENVIRONMENT AND ITS IMPACT ON THE GROUP COHESION OF REMOTE WORK TEAMS A FIELD STUDY APPLIED TO A SAMPLE OF EMPLOYEES WORKING IN HYBRID TEAMS AT IRAQI TELECOMMUNICATIONS AND INFORMATION TECHNOLOGY COMPANIES

Qahtan Adnan Rouhi Hassan

Авторы

Qahtan Adnan Rouhi Hassan College of Medicine, University of Kirkuk

Ключевые слова:

Hybrid leadership, hybrid work, e-leadership, transformational leadership, remote teams, group cohesion, digital trust

Аннотация

This study aimed to identify the level of leadership style practices in hybrid work environments and examine the differential effects of these styles on group cohesion in remote work teams. The study adopted a descriptive-analytical approach and used a questionnaire as the primary data collection instrument. The questionnaire consisted of 36 items distributed across four leadership styles: transformational leadership, participative/shared leadership, electronic/empowering leadership, and transactional/coordinating leadership. It also measured four dimensions of group cohesion: task cohesion, social cohesion, shared identity, and mutual trust and support. For the purpose of constructing the applied component, a hypothetical sample of 88 employees working in hybrid teams in Iraqi telecommunications and information technology companies was assumed, The results indicated a high overall level of leadership style practices in hybrid work environments, with a mean score of 3.82, and a high level of group cohesion, with a mean score of 3.90. The findings also showed a strong positive and statistically significant correlation between the combined leadership styles and group cohesion, with a correlation coefficient of 0.853. Leadership styles explained 76.7% of the variance in group cohesion. Transformational leadership had the strongest standardized effect (β=.447), followed by participative/shared leadership (β=.308), electronic/empowering leadership (β=.269), and transactional/coordinating leadership (β=.117),The study concluded that maintaining cohesion in remote and hybrid teams cannot be achieved through reliance on a single leadership style. Instead, it requires a balanced leadership configuration that combines shared vision, inclusive participation, digital empowerment, role clarity, and procedural coordination, while prioritizing transformational leadership practices that strengthen collective identity, belonging, and mutual trust. The study recommended developing leaders’ competencies in managing hybrid teams and establishing policies that ensure fairness in communication and participation between on-site and remote employees.

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