Transformational leadership and work engagement in remote work settings: the moderating role of the supervisor’s digital communication skills

PurposeThis study explores the impact of transformational leadership on work engagement within remote work settings. More specifically, we investigate whether supervisor's perceived digital communication skills moderate the relationship between perceived supervisor support and work engagement.Design/methodology/approachModerated mediation model has been tested using a sample of 410 consultants in Italy who worked within a fully remote work setting during Covid-19 pandemic.FindingsDrawing on construal level theory and social presence theory, our study provides insights into the dynamics of leadership and work engagement in remote work settings. We demonstrate that, despite the challenges posed by physical distance, transformational leaders can effectively stimulate the work engagement of remote collaborators. Moreover, our findings suggest that the perceived digital communication skills of supervisors play a crucial role in moderating the relationship between perceived supervisor support and work engagement. This underscores the importance of supervisors' adept use of digital tools in conveying psychological presence and fostering employee engagement in remote work environments.Practical implicationsOur study highlights the importance of developing supervisors' digital communication skills to support and stimulate employee engagement in remote work settings.Originality/valueThis study contributes to the literature by providing one of the first empirical tests of the relationship between transformational leadership, perceived supervisor support, supervisor's digital communication skills and work engagement within a remote work setting. By challenging prior assumptions and offering novel insights, our research enhances understanding of leadership dynamics and provides practical guidance for organizations navigating the challenges of remote work

The impact of autonomy and temporal flexibility on individuals’ psychological well-being in remote settings

Purpose of the paper: This empirical study investigates the relationship between job autonomy, temporal flexibility and the psychological well-being of employees, as represented by work engagement and job satisfaction, and mediated by work-life balance within a forced remote working context. Methodology: A quantitative approach was adopted. The data was gathered through a survey administered to 1,550 workers during the lockdown and analyzed through Structural Equation Modelling. Findings: We show that temporal flexibility and job autonomy enhance the work-life balance of employees and, through the mediation of this construct, positively affect the psychological well-being of employees, measured in terms of work engagement and job satisfaction. Research limits: The present research presents some limitations from both theoretical and methodological perspectives. Although temporal flexibility directly impacts work-life balance, this relationship could also be examined through the mediating role of job autonomy. The measure scales adopted in the scientific literature were modified in line with the guidelines provided by the investigated organization, thus partially changing their robustness. Practical implications: Our research also provides useful implications for managers who must tackle the challenges of remote working that emerged during the pandemic and will characterize the new conception of normal after COVID-19. Originality of the paper: This study is the first to investigate the impact of the only factors related to flexibility that were experienced by employees during lockdown on two components of psychological well-being, i.e. work engagement and job satisfaction, through work-life balance