Jana Erina, Anastasija Kovalova

Proceedings of the 16th International Multi-Conference on Complexity, Informatics and Cybernetics: IMCIC 2025, pp. 198-206 (2025); https://doi.org/10.54808/IMCIC2025.01.198

Jana Erina
Faculty of Engineering Economics and Management, Riga Technical University, Riga, Latvia

Anastasija Kovalova
Faculty of Engineering Economics and Management, Riga Technical University, Riga, Latvia

Cite this paper as:
Erina, J., Kovalova, A. (2025). Effective Leadership Approaches in a Multicultural Environment in a Remote Work Model. In N. Callaos, N. Lace, B. Sánchez, M. Savoie (Eds.), Proceedings of the 16th International Multi-Conference on Complexity, Informatics and Cybernetics: IMCIC 2025, pp. 198-206. International Institute of Informatics and Cybernetics. https://doi.org/10.54808/IMCIC2025.01.198

The multicultural team establishment within the remote working model became part of our daily routine within the corporate world. Consistently with the way of working, leadership approaches within the remote working model should be transformed. The research aims to identify suitable leadership approaches for the multicultural team establishment within remote working model. This research inspects the impact of efficient leadership practices on employee inclusion and creating commonalities within the work goal realizations.
This research aims to estimate what leadership approaches impact cooperation, motivation, and productivity within the multicultural corporate environment. Within the research will be used qualitative and quantitative data processing methods, including literature analysis and a survey questionnaire. The methodology involves developing a survey questionnaire distributed to 50 employees from Information Technologies, Operative, and Administrative roles within the multicultural organization in a financial technology company, where participants have been from Latvia, Lithuania, Sweden, The Czech Republic, Finland, Germany, Belgium, France, Italy, Poland, The UK, Iceland, and Luxembourg. The data obtained from the questionnaire reveal significant suggestions for improving leadership within the remote working environment. The analysis identified approaches that could be separated into four groups: communication-related, such as regular check-ins with the direct manager, regular check-ins with the team, knowledge-sharing sessions, and achievements recognition sessions and right for organizing (supporting employee resource groups (ERGs); work-type-related such as flexible working hours and cross-border remote working policies; salary and benefits-related: regular salary audits among all talent groups and additional paid leave options (childcare (nursery schemes), eldercare employee benefits, family and medical leave, caregiving leave, and emergency leave) and career progression-related: targeted recruitment, retention, and progression initiative.
The research results showed that the inclusion of the individual to the group is realized by having transparent, equal, and multiple rights on regular communication with managers and colleagues, recognition of their work, career, and salary progression, and providing support within the different life situation (medical, family leave, etc.) and flexibility on the working type (remote, cross-border).