Leadership through lived experience: How remote work shapes leadership practices in non-profit organisations – a grounded theory approach

Abstract

This study examines how remote work impacts the understanding and practices of non-profit leadership, it does so through the lens of lived experiences. Using a Constructivist Grounded Theory approach, the research investigates how non-profit leaders understand their roles and adapt to challenges in remote settings. Through 34 in-depth interviews with non-profit leaders, team members, and other key stakeholders, in the UK, the study proposes a practice framework for remote leadership in charitable organisations. This framework highlights four interconnected dimensions of leadership: building relational connections, maintaining connection with organisational culture and mission, adapting to individual needs and promoting empowerment, and applying continuous reflection. The model builds upon our understanding of leadership as an interpersonal and relational process. These findings show that remote non-profit leadership is not build on operational oversight, but it is relational and adaptive in its core. The study offers a framework that considers the complexities of remote work in missiondriven non-profit organisations. The findings also offer practical insights for non-profit leaders. They highlight the importance of visibility in the digital space, trust-building, personalised leadership approaches, and continuous reflection, to keep the remote nonprofit teams engaged. This study brings an updated perspective for our understanding of non-profit leadership in remote settings, as it frames it as a relational and adaptive experience. The study offers theoretical contributions, as well as practical applications for leaders engaging with a dispersed workforce. This study also aims to provide contribution to the knowledge of the non-profit sector, and through the shared knowledge, support the organisations to continue to provide invaluable services to those in need.