The DOI matches its Crossref record; 7 of the 9 references it cites were found in a registry or an index.
How to achieve sustainable efficiency with teleworkers: Leadership model in telework.
Open accessAbstract
Globalization, increasing competition, changes in demographic structure of population, and development of information and communication technologies (ICT) are the factors that have posed new challenges for organizations in recent years. The newly fledged conditions have vital impact on production methods and procedures as well as work arrangements in organizations. Currently, organizations cope with various times in which work is executed as well as various places where it is executed. Thanks to ICT an employee can work at the client's place, at home, in a means of transport or in a café. All these situations constitute the work arrangement in which the worker is considered to work ‘from distance’, i.e. as a teleworker. The presented approach refers to the flexible work arrangement where an organization's priority lies with its endeavour to become and stay flexible in terms of time and place of performance. Under these conditions the implementation of new ways of work arrangements presents new challenges for leadership. To accomplish this basic function of management when employees are not present at workplace or even are not available during working hours and face-to-face communication is impossible poses many difficulties. The paper focuses on comparison and identification of the differences between traditional work arrangements and telework, highlights weak points in leadership of teleworkers, and proposes a leadership model for teleworkers’ induction.
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“In contrast, deficient communication from leaders may lead to unknown situations, leaving employees with a feeling of helplessness (Wojcak et al., 2016).”
From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Wojcak et al., 2016
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“Social isolation leads to employees being disconnected from the working environment leading to lower performance and gradual demotivation (Wojcak et al., 2016; Fedakova and Ištoňová, 2017).”
From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Wojcak et al., 2016
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“For employees, teleworking offers more flexibility to deal with family matters because they can work anywhere and anytime, thus improving the family atmosphere (Fedakova and Ištoňová, 2017), and the autonomy to manage time allows them to harmonize their personal and work duties (Wojcak et al., 2016).”
From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Wojcak et al., 2016
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Cites
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Vega, G. (2003) · Praeger eBooks · doi:10.5040/9798400682407 · Cited by 35
Are Flexible Work Arrangements Attractive Enough for Knowledge-intensive Businesses?
Bajzíková, Ľ., Šajgalíková, H., Wojčák, E., & Poláková, M. (2013) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2013.10.549 · Cited by 21
Buelens, M., Sinding, K., Waldstrøm, C., Kreitner, R., & Kinecki, A. (2006) · University of Southern Denmark Research Portal (University of Southern Denmark) · Cited by 8
Research works printed but not linked: 9
- Bajzikova, L., Sajgalikova, H. & Wojcak, E. (2006). Flexible work organization: Unity or discrepancy between employers and employees. In: AGB and IALBSS Proceedings. Vol 18. Newport Beach : Association for Global Business, 16 p.
- Bajzikova, L., Sajgalikova, H. & Wojcak, E. (2011). Flexibility in knowledge - intensive sectors (Case of Slovakia). In: Building capabilities for sustainable global business : Balancing corporate success and social good. Volume III. Montclair : Montclair State University, pp. 1689-1700.
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- Pyoria, P. (2011). Managing telework: risk, fears and rules. Management Research Review. Volume 34, Issue 4. Bingley: Emerald Group Publishing Limited, pp. 386-399.
- Robbins, S.P., & Judge, T.A. (2008). Essentials of organizational behavior. (9th ed.). Upper Saddle River, NJ: Pearson Prentice Hall, 857 p.
- Wojcak, E. & Polakova, M. (2014). Uplatnovanie teleprace (prilezitosti a hrozby). Hradecke ekonomicke dny: ekonomicky rozvoj a management regionu. Hradec Kralove: Gaudeamus, pp. 350-357.
Cited by
E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go
Contreras, F., Baykal, E., & Abid, G. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.590271 · Cited by 809
Working from Home: Is Our Housing Ready?
Cuerdo-Vilches, T., Navas-Martín, M. Á., & Oteiza, I. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18147329 · Cited by 127
Dima, A. M., Ţuclea, C.-E., Vrânceanu, D. M., & Ţigu, G. (2019) · Sustainability · doi:10.3390/su11133506 · Cited by 108
Auditors’ perceptions on work adaptability in remote audit: a COVID-19 perspective
Farcane, N., Bunget, O.-C., Blidişel, R. G., Dumitrescu, A.-C., Deliu, D., Bogdan, O., & Burcă, V. (2022) · Economic Research-Ekonomska Istraživanja · doi:10.1080/1331677x.2022.2077789 · Cited by 91
Aziz-Ur-Rehman, M., & Siddiqui, D. A. (2019) · International Journal of Human Resource Studies · doi:10.2139/ssrn.3510918 · Cited by 62
Metadata
- Authors
- Wojcak, E., Bajzikova, L., Sajgalikova, H., & Polakova, M.
- Venue
- Procedia - Social and Behavioral Sciences
- Publisher
- Elsevier BV
- Published
- 2016-08
- Volume
- 229
- Pages
- 33-41
- ISSN
- 1877-0428 (ISSN-L)
- OpenAlex
- W2510962085
- Cited by
- 60
- References
- 9
- Citations by year
- 2026: 2 · 2025: 2 · 2024: 9 · 2023: 10 · 2022: 17 · 2021: 11 · 2020: 5 · 2019: 2 · 2018: 1 · 2017: 1
- FWCI
- 4.22
- Type
- conference paper
- Language
- en
- Open access
- diamond
- doi.org
- Licence
- Locations
- Procedia - Social and Behavioral Sciences (publishedVersion, cc-by-nc-nd)
- Topics
- Social Sciences › Sociology and Political Science › Work-Family Balance Challenges
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Management and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
- Keywords
- remote work, leadership models, flexible work arrangements, employee induction, information and communication technologies, work arrangements, sustainable efficiency
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
