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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).”
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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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