Abstract
This phenomenological qualitative study explores how leadership practices and virtual social interactions contribute to employee motivation and retention within remote call center settings by examining the lived experiences of frontline workers. The purpose of this research was to understand how leadership behaviors alongside synchronous and asynchronous virtual interactions influence frontline worker engagement, motivation, and retention. The findings will offer insights for organizational leaders to enhance virtual leadership and promote positive virtual work environments that boost motivation and retention. Ultimately, this research offers evidence-based insights that can inform strategies for enhancing leadership practices and cultivating greater engagement within remote call center teams.