“…Most of the articles addressed interactions in remotely led teams. Considered aspects included: communication (Rich, 1988; Weymouth et al , 2007; Holland et al , 2009; Stoopendaal, 2009; Kerfoot, 2010; Cowan, 2014; Stoopendaal, 2015; Kligler, 2017; Sharpp et al , 2019; Hunt, 2020; Ristolainen et al , 2020), relationships (Weymouth et al , 2007; Holland et al , 2009; Cowan, 2014; Sebastian and Hess, 2019; Sharpp et al , 2019; Hunt, 2020; Solstad et al , 2020), contact (Rich, 1988; Weymouth et al , 2007; Stoopendaal, 2009; Holland et al , 2009; Cowan, 2014; Stoopendaal, 2015; Lundgren et al , 2016; Ristolainen et al , 2020; Hunt, 2020), feedback (Weymouth et al , 2007; Cowan, 2014), listening (Rich, 1988; Kerfoot, 2010), trust (Holland et al , 2009; Cowan, 2014; Kligler, 2017; Ristolainen et al , 2020; Hunt, 2020) and dissemination of information (Weymouth et al , 2007; Stoopendaal, 2009; Cowan, 2014; Kligler, 2017; Solstad et al , 2020; Hunt, 2020). Needs for good communication in remote leadership (Weymouth et al , 2007), and leaders’ involvement in creation of effective communication channels (Holland et al , 2009) have been recognised.…”