Teleworking and wellbeing: Is a manager still needed ?

Bien-être en télétravail: a-t-on encore besoin d'un manager ?

Clara Laborie (), Nathalie Bernard () and Alice Monnier ()
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Clara Laborie: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes, UGA INP IAE - Grenoble Institut d'Administration des Entreprises - UGA - Université Grenoble Alpes - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes
Nathalie Bernard: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, Iaelyon - Iaelyon School of Management - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon
Alice Monnier: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes, UGA INP IAE - Grenoble Institut d'Administration des Entreprises - UGA - Université Grenoble Alpes - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes

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Abstract: In response to sanitary risks caused by Covid-19 pandemic, thousand companies have widely established teleworking at home for their employees. Some of them ended up with full-time teleworking, some others alternated between on-site working and teleworking, while a little part stayed on-site all the time. In this context, matter of well-being preservation at work tuned out to be a central issue for leaders and supervisors. They have coped with many dangers: isolation, increased stress, mental workload, moral exhaustion, or else, blurring of work-life balance of teleworkers. This situation brings us to wonder whether workers have different needs in terms of leadership to preserve well-being, depending on their work configuration. To answer to this question, we conducted a questionnaire survey of 2968 employees in a French public organization between November and December 2020. Our results show that all work configurations require social support of supervisor, whereas teleworking configuration request more implication from him. Alternation between teleworking and on- site working call for a participative decision making, to which is added a need of manager's exemplarity for full-time teleworking. In view of the results, a remote supervisor appears as an expanded supervisor.

Keywords: well-being at work; teleworking; social support; remote management; participative decision-making; leadership participatif; soutien social; management à distance; télétravail; bien-être au travail (search for similar items in EconPapers)
Date: 2023-07-04
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Published in Revue internationale de psychosociologie et de gestion des comportements organisationnels, 2023, XXIX (77), pp.121-149. ⟨10.54695/rips2.077.0121⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04520219

DOI: 10.54695/rips2.077.0121

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