The rapid expansion of remote work has raised essential questions about how virtual settings alter leadership dynamics and the effectiveness of leadership behaviors. This study, grounded in functional leadership theory, investigates the impact of specific leadership functions—structuring and planning, providing feedback, supporting the social climate, and initiating virtual social activities—on subordinates’ job performance, work effectiveness, and sense of belongingness in remote work environments. Utilizing data from 122 supervisor–subordinate dyads, results showed that neither the structuring and planning function nor the providing feedback function were associated with improvements in job performance or work effectiveness. However, subordinates’ sense of workplace belongingness was positively linked to a supervisor’s efforts in fostering a supportive social climate, with virtual social activities having no significant impact on belongingness. The implications of these findings and suggestions for future research directions are discussed.