The Complexity of Leadership

When it comes to deciding who should lead in global teams, it’s tempting to think of it as a binary decision: local or remote. However, this perspective oversimplifies the complexity of leading across borders.

With teams now spanning multiple countries, time zones, and cultures, there are multiple layers to consider in leadership—each with unique challenges and rewards.

Yet, the broader trend of hybrid work is pushing companies to rethink how leadership is structured, as seen in the Economic Times’ analysis of the future of work in 2025, where hybrid models will play a crucial role in reshaping leadership dynamics.

As remote work continues to evolve, it's essential to recognize that 75% of hybrid workers say flexibility in choosing when and where to work is crucial to their success. This shift will undeniably influence how global teams are led and what leadership strategies will be most effective.

Teams now span different countries and cultures, which raises a fundamental question: should leadership be local, grounded in a deep understanding of the regional market and culture?

Or should it be remote, providing a broader global perspective that can challenge local assumptions and practices?

Identifying the Right Leadership Blend

Think about how local leaders can benefit from exposure to global perspectives, and how remote leaders can stay grounded in the real-world challenges their teams face.

This doesn’t mean simply mixing the two models at random. Instead, it requires thoughtful integration: providing local leaders with access to global networks and training, while giving remote leaders the tools and systems they need to stay connected and engaged with the teams they lead.

The first step in building a hybrid leadership model is understanding when to apply local leadership and when to leverage remote leadership. Local leadership is essential for teams that require deep market knowledge, an understanding of local business dynamics, and insights into day-to-day operations.

On the other hand, remote leadership can bring the broader, more strategic vision that global teams often need. A remote leader, especially one who’s had experience leading in multiple regions, can offer fresh ideas and perspectives that challenge regional norms. They can guide teams to think beyond their local environment and align their efforts with global company goals.

But this doesn’t mean that remote leadership is better or more effective universally. The key is knowing when and where to balance both.

Communication is Key

Whether the leader is local or remote, communication is the foundation of effective leadership. In the hybrid model, clear and consistent communication is especially important. Local leaders typically have the advantage of face-to-face communication, which allows for more immediate and personal interactions. These leaders are better positioned to understand and react to the subtleties of team dynamics in real time.

Remote leaders, however, are more reliant on digital tools to stay connected with their teams. While remote communication can lack the intimacy of in-person interactions, technology today offers numerous ways to bridge this gap. Video calls, messaging platforms, and project management tools can facilitate virtual collaboration and ensure that teams remain aligned, even when they’re spread across different countries.

The key challenge is ensuring that remote leaders stay engaged and present, despite the physical distance. And, a robust communication strategy is crucial.

To shed light on these aspects, we spoke with Miranda, Organizational Development Consultant at Infelligent Coaching & Consulting Inc. She offers her perspectives on the trends shaping the workplace today, and the foundation of leadership style necessary for managing global teams.

There are different categories or schools of thought around self-awareness, and one that specifically applies to corporate settings is the distinction between internal and external self-awareness. The reason we need to learn more about external self-awareness is this: while it's wonderful and necessary to understand ourselves from our own perspective—what we want, who we think we are, what our strengths are—this internal view is just one part of the picture.

Leaders, whether local or remote, must cultivate external self-awareness to better understand and communicate with their teams. Local leaders are well-placed to understand regional team dynamics, but remote leaders must proactively stay connected and engaged despite geographical distances.

The spirit of external self-awareness is really about serving others better—enhancing communication, collaboration, and reducing one's blind spots. Understanding how others see us gives us leverage to grow and expand our influence.

Creating a Shared Vision

For a hybrid leadership model to work, it’s essential that both local and remote leaders are aligned on the company’s strategic goals and vision. Alignment ensures that teams, regardless of location, are all working toward the same objectives.

Local leaders are tasked with translating the company’s global vision into actionable, region-specific goals, helping teams understand their direct impact on broader company objectives.

Meanwhile, remote leaders must offer the overarching strategic guidance that ties these regional efforts back to the global mission. The challenge is maintaining this alignment across different cultures.

Instead of shying away from the topic, Miranda talked about embracing this differences:

We often come from different cultures, with different perspectives and priorities. However, the real issues causing stagnant growth are usually unbalanced power dynamics and lack of team transparency. Beyond unbalanced power dynamics and lack of team transparency, there’s a tendency to attribute issues solely to cultural differences or office locations. This often leads teams to overlook the deeper, more actionable root causes.

Building this shared vision requires consistent communication, regular strategy sessions, and collaborative meetings where leaders can address challenges and stay connected.

To expand influence, we need to look deeper than surface-level differences between regional offices and headquarters. While cultural differences and varying priorities exist, there are underlying factors that have greater impact. We can use structured frameworks to analyze and address these deeper issues.

Building this shared vision requires constant communication. It’s about holding regular strategy sessions and meetings where both local and remote leaders can discuss goals, share updates, and address any challenges that arise.

These touchpoints allow both types of leaders to stay aligned and keep their teams motivated and focused.

Continuous Leadership Development

The success of a hybrid leadership model hinges on the adaptability and growth of leaders. Both local and remote leaders must be given opportunities to develop the necessary skills to navigate an increasingly complex, hybrid work environment.

Leadership development shouldn’t be limited to one type of leader. Local leaders need opportunities to develop global leadership skills, such as managing virtual teams, thinking strategically across borders, and navigating the complexities of cross-cultural communication.

Similarly, remote leaders need to build the skills necessary for managing teams on the ground, understanding regional challenges, and fostering a sense of trust and connection with their teams.

Inviting feedback is both simple and challenging. As leaders, we need to work together to cultivate a feedback-friendly environment. Building this culture takes time, so be proactive in inviting feedback, sharing your own feedback, and staying patient. While it requires courage and a deep understanding of how feedback impacts individual performance, team dynamics, and shared goals, this investment allows us to create an environment where feedback flows naturally.

Creating a leadership development programme that blends both perspectives will help ensure that all leaders, whether local or remote, are equipped to lead in today’s complex, interconnected world. This could include mentorship opportunities, training in digital management tools, and workshops focused on cross-cultural leadership.

This is especially important if you feel like a minority. In these situations, particularly when trying to "influence up," we need to work on ourselves to identify different leverage points that allow us to influence beyond these perceived differences.

Building a comprehensive leadership development program that integrates both local and remote perspectives will equip leaders with the necessary tools to succeed in the evolving world of work.

The nature of leadership has evolved dramatically in recent years. Once, the physical presence of a manager in the same office might have been the cornerstone of effective leadership.

But as hybrid work becomes the norm, that view is being challenged. Leadership is no longer tied to proximity — it’s about connection, communication, and collaboration.

Reflection Questions:

Building a hybrid leadership model is a journey, not a quick fix. It requires thoughtful planning, the right tools, and a commitment to continuous improvement.

But when done correctly, a hybrid model can provide the best of both worlds: the deep cultural insight and hands-on leadership of local leaders, combined with the global strategic vision and innovative thinking of remote leaders.

• Are we overvaluing proximity?
• How do we help remote leaders stay grounded in local realities?
• Are we investing in cross-cultural leadership skills enough?

About the Authors

NewCampus Contributor is a group of HR specialists across Southeast Asia with deep expertise in fostering collaborations between people to inspire conversations and drive impactful people journeys.

• Miranda Meng, Organizational Development Consultant at Infelligent Coaching & Consulting Inc.

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