The Impact of Remote Leadership Behaviors on Employees’ Well-Being in Non-Profit Organizations during the Gaza War 2023–2025: A Case Study of the Abdul Mohsen Al-Qattan Foundation in Palestine

Abstract

This study aimed to examine the degree to which remote leadership behaviors are implemented, and the level of employees’ well-being, at the Abdul Mohsen Al-Qattan Foundation, a non-profit organization in Palestine, during the Gaza war (2023–2025) from the employees’ perspective, and to reveal whether remote leadership behaviors have an impact on employees’ well-being at the significance level (α ≤ 0.05). The study used a descriptive-causal method in a case study design, and the sample consisted of (90) male and female employees who responded to a questionnaire developed by the researchers for this purpose. The study found that remote leadership behaviors were implemented at the foundation at “a very high approval level” across their three dimensions (effective use of technology, task-oriented behavior, and relationship-oriented behavior), while employees’ well-being was at “a high approval level”, and that these behaviors had a statistically significant impact on it. Only relationship-oriented behavior had a significant positive effect, and together the behaviors explained about a quarter of the variance in employees’ well-being. The study recommended strengthening relationship-oriented behavior during crises, preparing remote-work plans for unstable environments, adopting policies and programs that support employees’ well-being, and training leaders in remote leadership.