Department of Psychology, University of Groningen, Groningen, The Netherlands.
Scand J Psychol. 2022 Jun;63(3):208-218. doi: 10.1111/sjop.12796. Epub 2022 Feb 2.
Linked to technological and societal developments, including the COVID-19 pandemic, employees are increasingly being given the opportunity to blend onsite and remote working including flexibility as to when and where they work. Despite the proliferation of such blended working, there is little empirical research on how leaders in organizations can contribute to facilitating its effectiveness. In the present study, we hypothesized that an empowering leadership style would be positively associated with employees' perceptions of the effectiveness of blended working. Additionally, grounded in Self-Determination Theory, we hypothesized that the satisfaction of employees' work-related psychological needs for autonomy and for competence would mediate this relation. Results of a field study (N = 405 employees) using a two-wave panel design supported a cross-lagged effect of empowering leadership on employees' perceptions of the effectiveness of blended working. However, no evidence was found for the hypothesized mediated relations. Our findings could be of value to organizations as they indicate a specific leadership style that is likely to facilitate the effectiveness of blended working.
与技术和社会发展相关联，包括 COVID-19 大流行在内，员工越来越多地有机会混合现场和远程工作，包括工作时间和地点的灵活性。尽管这种混合工作方式越来越普及，但关于组织中的领导者如何促进其有效性的实证研究却很少。在本研究中，我们假设赋权型领导风格与员工对混合工作有效性的看法呈正相关。此外，基于自我决定理论，我们假设员工工作相关的心理需求（自主性和胜任感）的满足感会在这种关系中起中介作用。使用两波面板设计的现场研究（N=405 名员工）的结果支持赋权型领导对员工对混合工作有效性看法的跨期影响。然而，没有发现假设的中介关系的证据。我们的研究结果对组织可能具有价值，因为它们表明了一种可能促进混合工作有效性的特定领导风格。
