Abstract

During the pandemic crisis, teleworking was compulsory for many workers, without the time and conditions to organize themselves for this transition. Therefore, the leadership needs to respond quickly to changes that occur in times of crisis—such as the current pandemic—adjusting its competencies to prioritize the well-being of employees, define performance goals, follow-up on these goals, provide guidance and support teleworkers, and improve feedback processes. The present study aims to propose an e-leadership theoretical model based on lessons learned from the coronavirus pandemic. To that end, we describe and discuss a survey on the perceptions of support received from managers during the initial 3 months of the pandemic. For this purpose, we collected data with 7608 workers distributed to 95 public service organizations in Brazil. In addition, we also reviewed several empirical studies that assessed the role of leadership in the proper functioning of telework. The support of leaders is directly associated with the theory of organizational support. In moments of crisis like the current one, this focus on leadership is even more critical. Thus, we present a theoretical model for e-leadership that should expand from the telework experiences during the coronavirus pandemic.

Highlights

  • The COVID-19 pandemic changed the world and how people work, creating challenges for the needs, and need for adaptation for workers [1, 2]

  • The present study aims to propose an e-leadership theoretical model based on lessons learned from the coronavirus pandemic

  • We describe and discuss a survey on the perceptions of support received from managers during the initial 3 months of the pandemic

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Summary

Introduction

The COVID-19 pandemic changed the world and how people work, creating challenges for the needs, and need for adaptation for workers [1, 2]. Faced with mandatory work on the pandemic, leaders must be able to (i) improve communication processes in the team; (ii) ensure employee access to technology; (iii) prioritize the emotional stability of employees; (iv) maintain attention to the organization’s goals and financial health; and (v) promote organizational resilience [6]. This supportive action by leaders is associated with the theory of organizational support discussed in this chapter. We propose to present a theoretical model of e-leadership, based on a broad study of how teleworkers perceived the support that received from their leaders during the compulsory telework carried out in the COVID-19 pandemic. After the section on the empirical study, we complement it with other studies in the literature, culminating with the proposition of the e-leadership theoretical model

Role of leadership in organizational support
E-leadership and its elements
Empirical study on leadership support for telework in the COVID-19 pandemic
Participants
Instruments
Data collection and analysis procedures
Main results of the empirical study
E-leadership: lessons from telework in the pandemic
Findings
Conclusions
Full Text
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