Background: The transition to remote work, accelerated by the COVID-19 pandemic, has underscored the need to understand how leadership methods can be adapted to digital environments. Situational Leadership Theory, developed by Hersey and Blanchard, emphasizes the importance of adjusting leadership styles to the maturity and competence levels of employees. However, there is limited research on how this theory is applied specifically within the context of remote work in the IT sector. 

Purpose: The purpose of this study is to explore how leaders apply Situational Leadership Theory when leading remote employees. By doing this, the study aims to provide insights into how leadership can be adapted in a remote work environment and what factors influence these adjustments. 

Method: A qualitative case study design was used, involving semi-structured interviews with five leaders. Using a deductive approach, the study applied Hersey and Blanchard's Situational Leadership Theory as the framework for analysis. Data was collected through digital interviews conducted via Google Meet. Thematic analysis was used to identify key patterns related to leadership adaptation, employee maturity, and leadership styles. Ethical guidelines were strictly followed. 

Conclusion: Leaders recognize varying levels of employee maturity, aligning with Situational Leadership Theory. Most employees are seen as moderately to highly mature in routine tasks, with independence expected in remote work. Maturity is influenced by both experience and task complexity, not just tenure. Teams compensate for individual maturity gaps, supporting growth. Leaders adapt their leadership styles based on maturity levels, though external factors like organizational constraints can limit this flexibility.