A Within-Person Examination of the Effects of Telework

Vega, Ronald P.; Anderson, Amanda J.; Kaplan, Seth A.

doi:10.1007/s10869-014-9359-4

Cited by 190 publications

(178 citation statements)

References 55 publications

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“…Virtual leaders can directly impact outcomes by applying self-management behaviors associated with: (a) establishing specific, challenging, and mutually accepted goals; (b) monitoring, evaluating, and providing feedback to members and teams; (c) coordinating and synchronizing activities, information and tasks; and (d) establishing task assignments, roles and balancing workloads among members (Ziek & Smulowitz, 2014). While self-management and assessment by the virtual leader is paramount, the dynamics of working in a virtual team are more complex than working alone in a remote setting, and can present issues of professional isolation and exclusion in the workplace (Vega, Anderson, & Kaplan, 2015). This distinction should be at the forefront for the virtual leader when assessing performance and analyzing culture.…”

Section: Virtual Team Leadershipmentioning

confidence: 99%

Impactful Leadership Traits of Virtual Leaders in Higher Education

Alward¹,

Phelps²

2019

OLJ

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Universities are increasingly leveraging virtual teams into their organizational structure and strategic framework for many functions including academic administration and faculty leadership. One benefit of a virtual workforce is the ability to hire the most qualified individuals regardless of where they are physically located. As the virtual workforce expands, leaders may intuitively rely on traditional face-to-face approaches and strategies for employee oversight and motivation. These techniques may be ineffective or challenging to use in the virtual environment necessitating new approaches. Leaders of virtual teams need to understand the intricacies associated with these groups and be cognizant of factors that assist in creating cohesiveness, trust, and communication amongst virtual teams.This qualitative phenomenological study explores leaders' perceptions surrounding competencies needed to effectively lead virtual teams in online education. A decisive sampling method was used to identify 10 experienced academic leaders who supervise virtual teams. As a result of the interviews, seven major themes emerged: (a) training and development; (b) trust; (c) emotional intelligence; (d) communication/team building/technology; (e) employee recognition and motivation; (f) leadership styles; and (g) virtual leadership competencies unique to higher education. Based on these themes and further evaluation, the need for specific soft skills and robust technology emerged. Specifically, organizational success partially hinges on comprehensive training for virtual leaders, the significance of trust, emotional intelligence, and effective, respectful communication.

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Section: Virtual Team Leadershipmentioning

confidence: 99%

Impactful Leadership Traits of Virtual Leaders in Higher Education

Alward¹,

Phelps²

2019

OLJ

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“…One could easily notice that the results of a large series of studies conducted over the past three decades are non-convergent, and sometimes even inconsistent, in terms of the effects of telework on employees [3][4][5][6][7][8]. Even though a significant number of studies show the benefits of telework for employees [9][10][11][12], there are also numerous studies that highlight the negative outcomes [13,14].…”

Section: Introductionmentioning

confidence: 99%

Sustainable Social and Individual Implications of Telework: A New Insight into the Romanian Labor Market

et al. 2019

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This research aims to evaluate the individual and social implications of telework, along with the foreseeable permanent result that could be generated. Consistent with this objective, a survey has been carried out on a sample of 1180 Romanian employees, on which a model has been developed, based on structural equation modelling. The model includes five latent variables, on the one hand targeting telework features and on the other hand, its possible effects on individuals and society. At an individual level, the study results emphasize that telework could contribute to a better work–life balance and could also help teleworkers to develop specific teleworking abilities. At a social level, telework could generate sustainable effects targeting the long-term management of the work force and providing solutions to potential problems at local community levels. The managerial implications of this study are directed toward the need to implement a series of sustainable human resource management strategies and efficient employee training and development programs. Moreover, organizations need to be more proactive in assuming corporate social responsibilities.

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“…Viewed as a cost-efficient alternative to the traditional work environment, telework has led government agencies and other organizations to implement policies to allow and encourage telework (Telework Enhancement ACT of 2010) 1 . For organizations, telework can reduce operational costs, office space, and provide opportunities for sharing and connecting required human resources, information, knowledge and systems through networks to create values that allow employees to more efficiently use organizational resources [4] [5].…”

Section: Introductionmentioning

confidence: 99%

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

Tate¹,

Lartey²,

Randall³

2019

JHRSS

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Virtual teams are increasingly expanding across the workforce facing many challenges to remain competitive. Like traditional "brick-and-mortar" workforces, there may be challenges within virtual teams that affect organizational success such as employee engagement, job satisfaction, commitment, leadership, trust, and knowledge sharing. However, it is uncertain how virtual teams maintain long-term sustainability. This research study brings together two constructs, employee engagement and computer-mediated communication, to examine their importance and relevancy in virtual team's effectiveness (success). Further, social exchange theory (SET) theoretical foundation explained employee motivation and satisfaction behaviors. This research employed a quantitative, non-experimental explanatory research design and used two instruments to investigate the relationship between computer-mediated communication (CMC) competence and employee engagement in telecommuting knowledge workers in the US. To measure dimensions of employee engagement, the researchers used the Utrecht Work Engagement Scale (UWES-9) and the Computer-mediated Communication (CMC) competence model to measure 5 subscales of computer-mediated communication, i.e. expressiveness, attentiveness, efficacy, knowledge, motivation. The target population was a random sample of 134 teleworkers. Demographic information collected included age, gender, education level, and number of years of service. The findings suggest that the most significant predictor of engagement is attentiveness, followed by expressiveness, and then motivation. Thus, leadership can engage in telecommuting knowledge workers to increase and maximize productivity.

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A Within-Person Examination of the Effects of Telework

Cited by 190 publications

References 55 publications

Impactful Leadership Traits of Virtual Leaders in Higher Education

Impactful Leadership Traits of Virtual Leaders in Higher Education

Sustainable Social and Individual Implications of Telework: A New Insight into the Romanian Labor Market

Relationship between Computer-Mediated Communication and Employee Engagement among Telecommuting Knowledge Workers

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