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A qualitative investigation on combined effects of distant leadership, organisational agility and digital collaboration on perceived employee engagement

A qualitative investigation on combined effects of distant leadership, organisational agility and... Environments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.Design/methodology/approachAt the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.FindingsOur findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.Originality/valueAlthough our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

A qualitative investigation on combined effects of distant leadership, organisational agility and digital collaboration on perceived employee engagement

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-05-2019-0224
Publisher site
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Abstract

Environments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.Design/methodology/approachAt the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.FindingsOur findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.Originality/valueAlthough our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: May 30, 2020

Keywords: Agility; Digital collaboration; Distant leadership; Employee engagement; Germany

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