The benefits of an enabling managerial control style in a teleworking situation. A latent profile analysis

Clara Laborie (), Céline Desmarais, Emmanuel Chatillon (), Alain Lacroux () and Christine Jeoffrion ()
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Clara Laborie: Iaelyon - Iaelyon School of Management - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Céline Desmarais: HES-SO - Haute École spécialisée de Suisse occidentale = HES-SO University of Applied Sciences and Arts Western Switzerland = Fachhochschule Westschweiz [Schweiz]
Emmanuel Chatillon: 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
Alain Lacroux: UP1 EMS - Université Paris 1 Panthéon-Sorbonne - École de Management de la Sorbonne - UP1 - Université Paris 1 Panthéon-Sorbonne
Christine Jeoffrion: LIP-PC2S - Laboratoire Inter-universitaire de Psychologie : Personnalité, Cognition, Changement Social - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc - UGA - Université Grenoble Alpes

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Abstract: The Coronavirus pandemic forced a significant number of organizations worldwide to introduce teleworking. In this context of physical distance, the first objective of this article was to present the different attitudes toward control used by managers in teleworking situations, as well as the impact these have on employees' occupational health, job performance and organizational commitment. We also investigated whether these managers' attitudes toward control depend on the intensity of their employees' teleworking. Thanks to a survey of 2522 employees carried out in a branch of the French Social Security administration between November 2021 and February 2022, we developed a Latent Profile Analysis method. Our results highlight four managerial control styles with different consequences on occupational health, job performance and organizational commitment, depending on the balance between task control, managerial trust and empowering leadership. They also suggest that telework does not affect the managerial relationship as fundamentally as it might seem from the work of many researchers studying this practice.

Keywords: Teleworking; Empowering leadership; Managerial trust; Managers' attitudes toward control (search for similar items in EconPapers)
Date: 2026-02
Note: View the original document on HAL open archive server: https://hal.science/hal-05563907v1
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Published in European Management Journal, 2026, 44 (1), pp.145-155. ⟨10.1016/j.emj.2024.12.005⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05563907

DOI: 10.1016/j.emj.2024.12.005

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