Examining the extended full-range leadership model and leadership effectiveness in remote work contexts: the moderating role of VUCA environments

Purpose The COVID-19 pandemic has amplified the importance of effectively leading a remote workforce in volatile, uncertain, complex and ambiguous (VUCA) environments. This study examines the effectiveness of transformational–transactional leadership (Full-Range Leadership Model, FRLM) and its recent extension of instrumental leadership (eFRLM) in remote work contexts. Design/methodology/approach We surveyed 529 remote working followers, providing perceptions on (1) their leaders’ manifestation of eFRLM dimensions and factors, (2) their leaders’ leadership effectiveness and (3) their organizational environment as VUCA. Findings Results show that instrumental leadership represents a strongly effective leadership dimension in remote work contexts, explaining unique variance beyond transformational–transactional leadership. Moreover, VUCA environments moderated the association between eFRLM leadership behaviors and leadership effectiveness, with instrumental leadership being particularly effective in more pronounced VUCA environments and transformational–transactional leadership being less effective. Originality/value Overall, instrumental leadership appears crucial to consider when predicting leadership effectiveness in virtual and uncertain contexts.