Remote leadership in the Middle East: Balancing tradition with modernity in a New Work Era

To better understand how these changes are impacting the region, Aspire HR Consultants together with Kestria UAE conducted a survey among decision-makers and employees, yielding insights into the current state of remote leadership and the evolving dynamics of the modern workplace.

The survey findings highlight the unique challenges and adaptations shaping the future of work in the Middle East, providing a comprehensive view of how leadership and employee perspectives differ and where they align. 

A paradigm shift in Middle Eastern leadership

The COVID-19 pandemic acted as a catalyst for change in the Middle East, forcing companies to rapidly adopt remote work models to maintain business continuity. This shift has prompted leaders to rethink how they manage teams, build relationships and maintain productivity in a virtual environment. The survey gathered insights from 368 participants including key decision-makers and employees. Among the decision-makers, 24.73% were employers, 30.98% were line managers and 17.93% were HR leads. Meanwhile, 26.36% of the participants were employees. This mix of perspectives provides a unique view of the opportunities and challenges involved in this transition.

Geographic Scope: The survey featured a diverse mix of respondents from across the Middle East, with significant representation from Egypt, Saudi Arabia, the UAE and Jordan, alongside a few voices from Bahrain, Kuwait and Qatar. The data provides a well-rounded view of the remote work experience in the Middle East.

Please note that in many cases, percentages do not total 100 due to the allowance of multiple selections in the survey.

The comparison between the type of work arrangements currently in place and those preferred by employees highlights interesting insights. Currently, 44.39% of organisations have adopted a hybrid model (mix of remote and in-office), whereas a significantly higher percentage, 65.85%, believe that the hybrid arrangement is the most preferred by their employees. Similarly, while only 11,71% of organisations offer a flexible model where employees can choose their own schedules, 29.27% of respondents perceive this arrangement as a preferred option for employees. Conversely, 41.95% of organisations have a fully in-office setup, but only 9.27% consider it to be favored by employees.

The rise of remote leadership: Drivers and impacts

The shift to remote work has been driven by two main factors: the necessity to adapt to health and safety concerns during the pandemic and the acceleration of digital transformation. While some organisations have made the transition smoothly, many have faced significant challenges, particularly around maintaining effective leadership in a remote context.

• COVID-19 as a Catalyst: The pandemic forced around 60% of the surveyed organisations in the region to continue adopting some form of remote work, a stark contrast to pre-pandemic norms, where less than 15% had flexible work policies in place.
• Digital Transformation: Almost all organisations who adopted some sort of remote work had to accelerate their digital transformation efforts to accommodate remote work, investing in communication tools and cloud-based solutions.

2. Trust and accountability

• Trust emerged as a critical issue with more than 70% of Employers & line managers indicating that they are still not confident in their ability to monitor productivity and ensure accountability remotely. Only 23% are using tools to measure the productivity of employees in remote or hybrid work arrangements.
• When a random sample of line managers was personally interviewed, all reported that their primary concern is ensuring that team members are engaged and not experiencing “digital presenteeism” where employees appear online but are not actively contributing

3. Cultural adaptation and hierarchy

• All interviewed sample of decision-makers agreed that traditional leadership practices, which emphasize hierarchy and visibility, need to be redefined to suit a remote context.

4. Digital infrastructure and readiness

• While urban centers are well-equipped, rural areas in certain countries cited poor connectivity as a major barrier to effective remote leadership.
• 21% of HR Leads & 30% of employees believe that a lack of digital tools across departments, including the Internet and other tools, are important challenge in remote work experiences leading to friction and reduced productivity.

Employee challenges: Reality on the ground

Employees, while generally supportive of remote and hybrid models, face a distinct set of challenges that impact their productivity and well-being. The survey results reveal key areas of concern:

1. Difficulty separating work and home life

• 37.95% of employees reported struggling to maintain boundaries between personal and professional life, a figure that is even higher among those living in extended family households, a common living arrangement in the region.

2. Communication barriers and feeling isolated

• 34.34% cited communication barriers as a major challenge, with 26.51% mentioning feelings of isolation or disconnection from their teams.
• Younger employees (ages 20-35) were 45% more likely to report feeling isolated compared to older employees, reflecting the importance of social interactions for younger workers.

3. Technical issues

• 29.52% experienced technical issues such as unreliable internet or insufficient digital tools, which hindered their ability to work effectively.

2. Enhanced Digital Tools

• When a random sample of decision-makers was interviewed, almost all companies reported that they have invested in new digital tools such as Microsoft Teams, Zoom, and Slack to facilitate better communication and project management. They also mentioned that at least 50% of line managers have received training on how to lead effectively in a virtual setting.

3. Empathy and Emotional Intelligence

• 100% of HR Leads interviewed are prioritising empathy and emotional intelligence in leadership development programs, recognising that these skills are crucial for managing remote teams.

The role of Executive Search firms in identifying Remote-Ready leaders

Executive search firms are evolving their strategies to identify leaders who can thrive in remote or hybrid environments. The emphasis is now on:

1. Agility and adaptability

• Executive search firms are increasingly prioritizing candidates who demonstrate agility in managing remote teams and navigating uncertainty.

2. Digital literacy

• Strong proficiency in using digital tools and platforms is now considered a core competency, with the majority of recruiters including it as a top criterion in leadership assessments.

3. Communication skills

• Employees who excel at virtual communication are highly sought after, as nearly 80% of participants reported that poor communication is a key reason for failed remote leadership hires.

Long-term implications for the Middle East

The future of remote work in the Middle East is hybrid, but success will depend on how well organisations can bridge the gap between leadership strategies and employee needs. By prioritizing flexibility, empathy and effective communication, leaders can create a thriving remote culture that meets the needs of both leadership and employees.

Will Hybrid Become the New Normal? Around 50% of decision-makers respondents believe that hybrid work will continue, & 34% are not sure yet. As for Employees’ respondents around 70% are currently working fully remote or hybrid and  80% of them are either satisfied or very satisfied with this work arrangements. This indicates that hybrid work is here to stay but the specifics of implementation will need to be tailored to the unique cultural and logistical context of the Middle East.

A New Era of leadership in the Middle East

The survey results reflect a promising yet challenging shift toward remote and hybrid work in the Middle East. While decision-makers and employees generally agree on the value of flexibility, their experiences and expectations reveal a gap that must be addressed. To succeed in this evolving environment, leaders need to prioritize empathy, adaptability and digital literacy. As organisations refine their strategies, those that effectively balance traditional values with modern management practices will be best positioned to thrive in the new era of work.