Finnish Remote Leadership in Home Care during the Pandemic

Abstract

This study was conducted as part of the national The More Remotely – work in social and health care is changing project (2019-2022). The purpose of this qualitative study was to clarify how functional remote leadership works from the perspective of superiors and to gain new information on the functionality and development needs of remote leadership. The data consisted of the material collected via a group-based themed interview, memoranda written by members of the training groups and assignments submitted by the participants. The data were analyzed through material-driven content analysis. The results show that remote leadership is based on the same principles as good leadership in general: communality, trust, interaction and clear ground rules. When these sections are in order, remote leadership works. Positive sides of remote leadership that emerged include faster, real-time sharing of information and the decoupling of work from a specific place. Work was seen as more efficient and productive. The greatest challenges to remote leadership are problems related to technology, such as failing programs and devices, constant changes and a lack of guidance. Remote leadership was seen as increasing anonymity and distance within the workplace. Superiors felt that physical meetings were needed to support remote leadership. Central development proposals included familiarizing people with the culture of remote leadership and increasing knowledge and use of various programs and devices. There is also a need to clarify the ground rules, scheduling and practices of remote conferences and to constantly gather feedback on the functionality of remote leadership. Teaching about remote leadership as part of basic studies in the social and health care field would prepare future professionals to being led remotely. Keywords: remote leadership, home care, technology, remote meetings, Finland