Führung im Homeoffice

“That was one of my most difficult and biggest challenges”: experiences, preconditions and preventive measures of health-oriented leadership in virtual teams – A qualitative study with virtual leaders

“…Furthermore, our study found limited possibilities and quality of informal exchange via digital communications to be challenges of leaders in implementing StaffCare. Similarly, a quantitative study by Krick and colleagues [ 9 ] on HoL in home office during COVID-19 pandemic illustrated that as digital communication increased, less informal communication occurred and that 37.7% of leaders reported that it was difficult to exchange ideas spontaneously with employees. Also, a recent quantitative survey by Fraunhofer Institute for Industrial Engineering IAO found that about 35.1% agreed that networking among colleagues had worsened and 23.2% perceived a reduced interest in social exchange and related company offers due to working from home [ 49 ].…”

“…In relation to our research question of what experiences and challenges virtual leaders faced regarding (ad hoc) SelfCare during the COVID-19 pandemic, currently, only two studies exist that have examined SelfCare of leaders working in virtual teams. Thus, a quantitative study with leaders who led remotely from home offices during COVID-19 pandemic showed that leader SelfCare was effective in home office setting and had a positive impact on, amongst others, leader’s health, well-being, job satisfaction, engagement, and commitment [ 9 ]. Likewise, present qualitative results indicated that leaders who experienced no challenges in implementing SelfCare in their home offices expressed job satisfaction with their flexible and self-responsible working conditions.…”

“…Similarly, to how the majority of leaders surveyed in this study mentioned challenges in perceiving employees’ mental or physical health through digital communication due to fewer cues, previous studies also demonstrated leaders’ challenges in implementing StaffCare. For example, a quantitative study surveying over 1,300 leaders shed light on leadership-specific challenges in the home office during the COVID-19 pandemic, with over 45.7% of leaders reporting that it was difficult to notice when someone needed support and over 41.8% stating that it was difficult to keep track of how much their own employees were actually working [ 9 ]. Three qualitative studies with leaders during the COVID-19 pandemic discussed that the transition to home office created difficulties in perceiving their employees (e.g., obtaining a sense of how their employees were managing with their tasks, detecting employees’ individual level of motivation or identifying employees’ support needs), which was experienced easier in the office before [ 7 , 8 , 31 ].…”

“…Their findings indicated i.e. positive effects of StaffCare on employees’ well-being [ 20 ] as well as negative effects on employees’ mental exhaustion [ 21 ] and psychosomatic complaints [ 20 ] in both work contexts whereas two studies found lower effectiveness of StaffCare on employees’ engagement and job satisfaction in home office in comparison to office [ 9 , 21 ]. Furthermore, two other studies conducted during the COVID-19 pandemic showed that, one, telework-oriented leadership (including StaffCare) affected teleworkers’ happiness well-being via strain by ensuring communication and information exchanges between teleworkers [ 60 ] and, two, that the positive relationship between StaffCare and follower health was stronger in times of crisis [ 61 ].…”

Virtual leadership in times of crisis

“…Nach dem aktuellen Stand der Forschung bestehen jedoch bislang wenige Studien zum Einfluss der pandemiebedingten Veränderungen auf Führungskräfte. Bisherige Forschungsergebnisse deuteten auf erhöhte Arbeits-und Führungsanforderungen in der digitalen, remote Zusammenarbeit hin [6][7][8][9] und infolgedessen auf eine Beeinträchtigung ihrer psychischen Gesundheit [10]. So wurden beispielsweise erhöhtes E-Mail-Aufkommen und Arbeitsverdichtung [6], erhöhte emotionale Anforderungen (z.…”