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Role of Positive Leadership for Employee Vigor through Remote Leadership
American Journal of Economics and Business Management,
Vol. 7 No. 11 (2024): November
Abstract
The purpose of this study is to look into the relationship between psychological energy, or vigor, and effective leadership. Specifically, we want to know how much this relationship is impacted by employees working from home and how long the leader-follower relationship has been in place. We investigate whether and how leadership style influences followers' work engagement in the setting of remote work during times of crisis, based on the job-demands-resources theory. We concentrate on the effect that consideration leadership has on followers' involvement when they are required to operate remotely due to the COVID-19 epidemic. We will talk about in this essay. Employee Vigor through Remote Leadership: The Significance of Positive Leadership.
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- Chhetri, S. (2017). Predictors and outcomes of employee engagement: empirical study of Nepali employees. Journal of Business and Management Research, 2(1–2), 14–32.
- Ahuja J, Puppala H, Sergio RP, Hoffman EP. ELeadership Is Un(usual): Multi- Criteria Analysis of Critical Success Factors for the Transition from Leadership to E-Leadership. (2023)
- Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40–68.
- Avolio, B. J., & Bass, B. M. (1991). The Full Range of Leadership Development. Binghamton, NY: Bass, Avolio & Associates.
- Hendriks, M., Burger, M., Rijsenbilt, A., Pleeging, E., and Commandeur, H. (2020). Virtuous leadership: a source of employee well-being and trust. Manag. Res. Rev. 43, 951–970. doi: 10.1108/MRR-07-2019-0326
- Inceoglu, I., Thomas, G., Chu, C., Plans, D., and Gerbasi, A. (2018). Leadership behavior and employee well-being: an integrated review and a future research agenda. Leadersh. Quart. 29, 179–202. doi: 10.1016/j.leaqua.2017.12.006
- Zaccaro, Rittman, & Marks. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
- Cascio, W. F., and Montealegre, R. (2016). How technology is changing work and organizations. Ann. Rev. Org. Psychol. Org. Behav. 3, 349–375. doi: 10.1146/annurev-orgpsych-041015-062352
- Demerouti, E., Bakker, A. B., Nachreiner, F., and Schaufeli, W. B. (2001). The job demands-resources model of burnout. J. Appl. Psychol. 86, 499–512. doi: 10.1037/0021-9010.86.3.499
- Batista-Taran, M.B. Shuck, C.C. Gutierrez, S. Baralt, The role of leadership style in employee engagement M.S. Plakhotnik, S.M. Nielsen, D.M. Pane (Eds.), Proceedings of the Eighth Annual College of Education & GSN Research Conference, Florida International University, Miami (2009), pp. 15- 20
- Golden, T. D., &Veiga, J. F. (2008). The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication- enhancing technology matter? Journal of Applied Psychology, 93(6), 1412– 1421.
- Schyns, B., and Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadersh. Quart. 24, 138–158. doi: 10.1016/j.leaqua.2012.09.001
- Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
- Kelloway, E. K. (2011). Positive organizational scholarship. Canadian Journal of Administrative Science, 28, 1-3.
- Kelloway, E. K., & Barling, J. (2000). What we’ve learned about developing transformational leaders. Leadership & Organization Development Journal, 21, 157-161.
- Bakker, A. B., Hakanen, J. J., Demerouti, E., and Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. J. Educ. Psychol. 99, 274–284. doi: 10.1037/0022-0663.99.2.274
References
Chhetri, S. (2017). Predictors and outcomes of employee engagement: empirical study of Nepali employees. Journal of Business and Management Research, 2(1–2), 14–32.
Ahuja J, Puppala H, Sergio RP, Hoffman EP. ELeadership Is Un(usual): Multi- Criteria Analysis of Critical Success Factors for the Transition from Leadership to E-Leadership. (2023)
Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40–68.
Avolio, B. J., & Bass, B. M. (1991). The Full Range of Leadership Development. Binghamton, NY: Bass, Avolio & Associates.
Hendriks, M., Burger, M., Rijsenbilt, A., Pleeging, E., and Commandeur, H. (2020). Virtuous leadership: a source of employee well-being and trust. Manag. Res. Rev. 43, 951–970. doi: 10.1108/MRR-07-2019-0326
Inceoglu, I., Thomas, G., Chu, C., Plans, D., and Gerbasi, A. (2018). Leadership behavior and employee well-being: an integrated review and a future research agenda. Leadersh. Quart. 29, 179–202. doi: 10.1016/j.leaqua.2017.12.006
Zaccaro, Rittman, & Marks. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
Cascio, W. F., and Montealegre, R. (2016). How technology is changing work and organizations. Ann. Rev. Org. Psychol. Org. Behav. 3, 349–375. doi: 10.1146/annurev-orgpsych-041015-062352
Demerouti, E., Bakker, A. B., Nachreiner, F., and Schaufeli, W. B. (2001). The job demands-resources model of burnout. J. Appl. Psychol. 86, 499–512. doi: 10.1037/0021-9010.86.3.499
Batista-Taran, M.B. Shuck, C.C. Gutierrez, S. Baralt, The role of leadership style in employee engagement M.S. Plakhotnik, S.M. Nielsen, D.M. Pane (Eds.), Proceedings of the Eighth Annual College of Education & GSN Research Conference, Florida International University, Miami (2009), pp. 15- 20
Golden, T. D., &Veiga, J. F. (2008). The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication- enhancing technology matter? Journal of Applied Psychology, 93(6), 1412– 1421.
Schyns, B., and Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadersh. Quart. 24, 138–158. doi: 10.1016/j.leaqua.2012.09.001
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
Kelloway, E. K. (2011). Positive organizational scholarship. Canadian Journal of Administrative Science, 28, 1-3.
Kelloway, E. K., & Barling, J. (2000). What we’ve learned about developing transformational leaders. Leadership & Organization Development Journal, 21, 157-161.
Bakker, A. B., Hakanen, J. J., Demerouti, E., and Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. J. Educ. Psychol. 99, 274–284. doi: 10.1037/0022-0663.99.2.274