Does remote work promote shared leadership in public organisations?

Iman Karam I.M. Ashmawy

International Journal of Networking and Virtual Organisations, 2023, vol. 29, issue 1, 38-54

Abstract: With the outbreak of the COVID-19 pandemic and the imposed lockdowns, various public organisations adopted remote work for safety measures. However, many studies warn that remote work might make the employees feel isolated and make it difficult for the leadership to observe and evaluate employee performance. These challenges were preceded by an increased emphasis on informal, lateral, or collective styles of leadership, such as shared leadership. Therefore, this paper seeks to investigate the extent to which remote work promotes shared leadership. By disseminating a questionnaire to N = 90 employees working at a central public organisation (CPO) and statistically analysing it, the findings reveal surprising conclusions that highlight a positive correlation between remote work and shared leadership, including its components of bottom-up leadership, collective assumption of responsibility, and reciprocal interdependence, respectively.

Keywords: remote work; shared leadership; collective assumption of responsibility; reciprocal interdependence; bottom-up leadership. (search for similar items in EconPapers)
Date: 2023
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=134282 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijnvor:v:29:y:2023:i:1:p:38-54

Access Statistics for this article

More articles in International Journal of Networking and Virtual Organisations from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().