Abstract
Purpose This viewpoint paper aims to provide recommendations in two key leadership areas to improve belonging and connectedness in remote teams. Design/methodology/approach This paper synthesises recent academic and contextual literature regarding virtual teams, organisational belonging and generations coupled with the authors’ practical experience as a leader within a multi-national organisation. Findings Two focus areas related to leaders as critical actors in organisations and the improvement of leaders’ social skills to drive improved socialisation, connection and belonging in the workplace. Originality/value In the changing working landscape of continued remote working, wider workforce demographics and declining organisational engagement this paper contributes to literature by presenting two key areas coupled with practical recommendations for HR professionals, leaders, and organisations to focus on to improve belonging.
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