Abstract
This paper investigates how the Full Range Leadership styles (transformational, transactional, and passive-avoidant) relate to remote work engagement. Our findings suggest that transformational leadership emerges as the most robust driver of long-term engagement, primarily by empowering employees through autonomy, growth-oriented practices, and a compelling vision. While moderately linked to engagement, transactional methods prove insufficient without empathetic, context-aware management that adapts reward and feedback mechanisms to individual needs. Surprisingly, passive-avoidant approaches benefit certain experienced, self-directed employees in remote environments, provided trust and open communication are maintained—highlighting a complex dynamic beyond its typical portrayal as the least effective style. These integrated findings suggest that blending leadership behaviours to balance autonomy, personal and professional development, and structured oversight better meets the diverse preferences of remote workers. Theoretical and practical implications are discussed, along with limitations and directions for future research.