Abstract
As a crisis response to the COVID-19 pandemic, many companies quickly established virtual leadership systems and enabled employees to continue their work from home. This cross-sectional research addresses virtual leadership efficacy assessed by the leaders and by their employees. The findings suggest that leaders evaluate themselves significantly better than their employees, and their leadership efficacy mainly depends on their previous experience of working from home and ability to use communication technologies. This research contributes to the understanding of the factors that have the biggest influence on the belief in leadership efficacy in the context of a rapidly evolving system of remote work.
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