Purpose: This study draws on the Social Process of Leadership (SPL) to identify the necessary behavioural leadership characteristics for trust-building in virtual, crisis environments.

Methodology: The study employs an in-depth qualitative case-study approach that is embedded in the local context. Multiple sources of data – organisational documents, in-depth qualitative interviews, observational evidence, and field notes – were used in the study. Interviews were informed by a purposeful sampling strategy and were semi-structured. This allowed the interviewer to use prompts to follow up with unanticipated issues raised by participants. Thematic analysis was conducted using NVIVO.

Findings: Three key themes (related to how leaders nurture trust in virtual and crisis contexts) emerged from the data. These relate to nurturing trust by (i) optimising and providing a clear vision through reconfigured and personalised communication structures; (ii) minimising uncertainty, optimising, and modelling values-based behaviours; and (iii) enhancing adaptability and performance.

Originality: Despite the growing popularity of SPL, there is limited work on how leaders implement SPL processes to build and maintain trust in virtual workplaces. Furthermore, SPL has not yet been applied in highly disruptive work contexts, such as those created by the pandemic.

Research implications and limitations: The study extends the applicability of this theoretical approach to remote workplaces. It also contributes to the literature on crisis leadership by showcasing how leaders’ crisis responses based on SPL help organisations to navigate disruptions. Limitations regarding the small sample size and the one case study context exist.

Practical implications: Organisations should invest in leadership and resilience and build strong remote/hybrid working models in preparation for future crises.