HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY
FACULTY OF CHEMICAL ENGINEERING
Management and Leadership
Leading and Working From
Home in Times of COVID-19:
On the Perceived Changes
in Leadership Behaviors
Lecturer: PGS.TS Phạm Quốc Trung
Students:
Huỳnh Ngọc Diễm Trinh
Băng Ngọc Bảo An
Vũ Uyển Đình Đình
Nguyễn Kim Lộc
2
Agenda
1
Introduction
2
WFH and
Leadership Behaviors
3
Data Analysis
and Result
4
Discussion
3
1
Introduction
WORK FROM HOME
4
Work From Home
One-half of the
companies
Developed and
developing
countries
One of the major differences
between WFH and “normal”
working conditions is that
managers must manage their
employees at a distance,
which could have implications
for their behaviors.
5
WFH &
Leadership Behavior
6
Advantages of WFH
Autonomy
Lower
Performance
Work–family
and
conflict
Productivity
Turnover
intention
7
Disadvantages of WFH
Less social
interaction
Boundaries
between
work and
nonwork
Space for
work
Loss of
control
8
Directive leadership
Leader who gives followers task
instruction including:
• What is expected of them
• How task is to be done
• Timeline for task completion
• Clear standards of
performance
• Clear rules & regulations
9
Empowering leadership
Empowering Leadership Characteristics:
● Constantly remind others of the vision
● Effective communicators.
● Delegated effectively
● Understand the value of each team
member.
● Recognized value
10
Data Analysis
2
and Result
11
Method
EMPLOYEES
748
NETHERLANDS
Mid-April 2020
Mid- May 2020
MANAGERS
12
Method
Self-rated Changes in
Leadership Behaviors
Changes in Leadership
Behavior According to
Employees
Leadership Position
Manager Quality
Productivity Self-reported;
Employees and
Colleagues
Controls
13
Results
Manager Perceptions of Changes in Leadership Behaviors
• A decrease in the degree of exercising control.
• An increase in their level of delegation.
• Neither of the two effects differed significantly across management levels.
14
Results
Employee Perceptions of Changes in Leadership Behaviors
• A significant decrease in control and did not differ significantly across
management levels.
• No significant change in delegation, however, differ across management
levels
15
“No significant differences for
subsamples that relate to
gender, age, or percentage
working from home, both for
managers and employees.”
16
Results
Correlations Between Changes in Leadership Behaviors,
and Manager Quality and Productivity
Increase delegation: an increase in For the perceived changes in control there
productivity of managers and their were no significant correlations with these
two productivity variables.
employees.
17
4
Discussion
General summary
Managers
Employees
Less control and more
delegation, irrespective
of management levels.
Less control and no change
in delegation.
Lower-management level:
decrease delegation
18
Manager Quality
and Productivity
Increase in delegation: higher
productivity and higher
perceived manager quality.
19
Theoretical Contributions
Enrich the WFH literature
A
better
understanding
of
the
consequences of an organizational change
for leadership behaviors when the external
environment is in a state of flux.
Novel research into change situations
such as COVID-19.
20
Practical Implications
Delegation needs to be developed in
a WFH context.
Organizations should pay to the
question of whether the warranted
increase in delegation of responsibilities
actually occurs.
Both
managers
and
employees
currently have to WFH without the
supporting context that needs to go
along with this organizational change.
21
Limitations and Future Research
Disentangle the effects on perceptions of
behaviors due to the WFH change, from
those that stem from the COVID-19 crisis.
The findings
were based on
self-perceptions
The sample
consists of 748
highly educated
Dutch employees.
Thanks for
your listening!!