Unlocking engagement in remote US contact centers: frontline employees’ perceptions of leadership behaviors

Purpose This study aims to explore remote frontline contact center employees’ perceptions of leadership practices and behaviors and how these positive and negative perceptions influence employee engagement, based on their individual experiences. Design/methodology/approach A phenomenological approach was used, using interviews and a focus group, to uncover the lived experiences of remote frontline contact center employees and to gain insights into how leadership impacts their engagement in a remote work setting. Findings Employee engagement is a critical responsibility of leadership and can be achieved through effective, transparent communication; balanced rewards and recognition; fostering a culture of feedback and development; and demonstrating empathetic, supportive leadership behaviors. Originality/value This study serves as an initial qualitative exploration of leadership practices and behaviors that influence employee engagement in remote contact center settings. It provides researchers and managers with insights into how remote frontline contact center employees perceive the impact of leadership practices and behaviors on their engagement. These insights could aid researchers and leaders in formulating strategies to boost employee engagement through training and development, and organizational development in remote contact centers.