Field study of complements to supervisory leadership in more and less flexible work settings

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dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorGriffith, Terri Len_US
dc.contributor.authorNordbäck, Emmaen_US
dc.contributor.authorSawyer, John E.en_US
dc.contributor.authorRice, Ronald E.en_US
dc.contributor.departmentDepartment of Industrial Engineering and Managementen
dc.contributor.organizationSanta Clara Universityen_US
dc.contributor.organizationUniversity of Delawareen_US
dc.contributor.organizationUniversity of Californiaen_US
dc.date.accessioned2018-10-24T09:39:54Z
dc.date.available2018-10-24T09:39:54Z
dc.date.issued2018-09-26en_US
dc.description.abstractSelf-management is increasingly required by people in jobs with flexible schedules and locations, freelance arrangements, and other forms of organizational job design. Successful self-management requires a sense of engagement with one’s work. We build from the substitutes for leadership literature to develop a model of work design focused on how complements to supervisory leadership foster work engagement. The model illustrates a parsimonious set of possible complements to supervisory leadership: feedback from the work itself, technology support of work, knowledge to work independently, electronic communication with supervisors, and alternative workplace use as predictors of work engagement. Results are from a two-period field study of a Nordic telecom company experienced with flexible work practices. Additionally, in time 2, we compare the data from this first organization with a Nordic transportation company that is less experienced with flexible work practices. Our results show the strongest relationships with work engagement are feedback from the work itself and technology support of work. Supervisor electronic communication also plays a role in work engagement, mediated by alternative workplace use. We highlight shifts in work design that can enable more flexible work settings while maintaining worker engagement in our increasingly digital organizations.en
dc.description.versionPeer revieweden
dc.format.extent26
dc.format.mimetypeapplication/pdfen_US
dc.identifier.citationGriffith, T L, Nordbäck, E, Sawyer, J E & Rice, R E 2018, ' Field study of complements to supervisory leadership in more and less flexible work settings ', Journal of Organization Design, vol. 7, no. 10 . https://doi.org/10.1186/s41469-018-0034-5en
dc.identifier.doi10.1186/s41469-018-0034-5en_US
dc.identifier.issn2245-408X
dc.identifier.otherPURE UUID: 636f4441-d892-4d96-bf78-fc18969f0ac5en_US
dc.identifier.otherPURE ITEMURL: https://research.aalto.fi/en/publications/636f4441-d892-4d96-bf78-fc18969f0ac5en_US
dc.identifier.otherPURE FILEURL: https://research.aalto.fi/files/28748393/document.pdfen_US
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/34463
dc.identifier.urnURN:NBN:fi:aalto-201810245525
dc.language.isoenen
dc.relation.ispartofseriesJournal of Organization Designen
dc.relation.ispartofseriesVolume 7, issue 10en
dc.rightsopenAccessen
dc.subject.keywordComplements to supervisory leadershipen_US
dc.subject.keywordSubstitutes for leadershipen_US
dc.subject.keywordFlexible worken_US
dc.subject.keywordEngagementen_US
dc.subject.keywordWork designen_US
dc.subject.keywordDigital organizationsen_US
dc.subject.keywordTelecommutingen_US
dc.subject.keywordFeedbacken_US
dc.titleField study of complements to supervisory leadership in more and less flexible work settingsen
dc.typeA1 Alkuperäisartikkeli tieteellisessä aikakauslehdessäfi
dc.type.versionpublishedVersion
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