<?xml version="1.0" encoding="UTF-8"?>
<ArticleSet>
  <Article>
    <Journal>
      <PublisherName></PublisherName>
      <JournalTitle>Journal of Management and Business Solutions</JournalTitle>
      <Issn>3092-7226</Issn>
      <Volume>1</Volume>
      <Issue>Serial Number 2</Issue>
      <PubDate PubStatus="epublish">
        <Year>2023</Year>
        <Month>04</Month>
        <Day>01</Day>
      </PubDate>
    </Journal>
    <ArticleTitle>Examining the Impact of Digital Leadership on Remote Team Collaboration</ArticleTitle>
    <VernacularTitle>Examining the Impact of Digital Leadership on Remote Team Collaboration</VernacularTitle>
    <FirstPage>19</FirstPage>
    <LastPage>27</LastPage>
    <Language>EN</Language>
    <AuthorList>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
      <Author>
        <FirstName></FirstName>
        <LastName></LastName>
        <Affiliation></Affiliation>
      </Author>
    </AuthorList>
    <PublicationType>Journal Article</PublicationType>
    <History>
      <PubDate PubStatus="received">
        <Year>2023</Year>
        <Month>02</Month>
        <Day>08</Day>
      </PubDate>
    </History>
    <Abstract>&lt;p&gt;This study aims to explore how digital leadership practices influence collaboration dynamics within remote teams, focusing on the behavioral, communicative, and infrastructural elements that enable or hinder virtual teamwork. This research employed a qualitative design using semi-structured interviews to collect in-depth insights from 26 participants working in remote or hybrid teams in Tehran. Participants were selected through purposive sampling to capture diverse organizational roles and experiences with digital leadership. Interviews continued until theoretical saturation was reached. Data were transcribed, translated where necessary, and analyzed thematically using NVivo software. A three-stage coding process—open, axial, and selective—was employed to extract key themes and subthemes from the interview data. Three main themes emerged from the data analysis: (1) digital leadership behaviors, including vision clarity, empowerment, emotional intelligence, and adaptability; (2) team collaboration dynamics, such as communication fluidity, trust, conflict resolution, and role clarity; and (3) digital infrastructure and culture, encompassing technology accessibility, organizational readiness, and digital fatigue. Participants highlighted that effective digital leaders enhance virtual collaboration by fostering psychological safety, using technology strategically, and modeling inclusive communication practices. Conversely, leadership gaps often resulted in misalignment, disengagement, and communication breakdowns in remote settings. The findings suggest that digital leadership plays a pivotal role in shaping collaborative outcomes in remote work environments. Leaders who combine technological proficiency with emotional and strategic intelligence significantly improve remote team cohesion and productivity. Organizations should invest in digital leadership development and establish supportive digital ecosystems to sustain effective collaboration in virtual settings.&lt;/p&gt;</Abstract>
    <ObjectList>
      <Object Type="keyword">
        <Param Name="value">Digital leadership</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Remote collaboration</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Virtual teams</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Qualitative research</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Team dynamics</Param>
      </Object>
      <Object Type="keyword">
        <Param Name="value">Organizational culture</Param>
      </Object>
    </ObjectList>
    <ArchiveCopySource DocType="pdf">https://www.journalmbs.com/index.php/jmbs/article/download/15/15</ArchiveCopySource>
  </Article>
</ArticleSet>
