Models and leadership styles in public administration in the context of telework

Authors

  • Adalberto Barreto ISCTE-IUL
  • Maria José Sousa

DOI:

https://doi.org/10.37467/gka-revsocial.v10.2636

Keywords:

Leadership, Telework, Public Administration, Portugal

Abstract

The main goal of this research is to analyse the leadership model or style that can be more effective in the context of teleworking in public administration. Thus, the research question is which leadership model or style is the most appropriate for public administration in a teleworking program. The methodology used was qualitative based on a literature review and the results show that transformational, servant, situational and democratic leadership with active gender representation, is the most effective way to implement teleworking programs in Public Administration.

References

Bae, K., Lee, D. y Sohn, H. (2019). How to increase participation in telework programs in U.S. Federal Agencies: examining the effects of being a female supervisor, supportive leadership, and diversity management. Public personnel management, 48(4), 565-583. DOI: https://doi.org/10.1177/0091026019832920

Dahlstrom, T. (2013). Telecommuting and leadership style. Public Personnel Management, 42(3), 438-451. DOI: https://doi.org/10.1177/0091026013495731

Eikenberry, K. y Turmel, W. (2018). The long-distance leader: rules for remarkable remote leadership. Berrett-Koehler Publishers.

Gibson, J. et al. (2002). Telecommuting in the 21th century: benefits, issues, and a leadership model which will work. The journal of leadership studies, 8(4), 75-86. DOI: https://doi.org/10.1177/107179190200800407

Glyn M. y Dejordy, R. (2010). Leadership through an organization behavior lens. Handbook of leadership: theory and practice. Harvard Business Press.

Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2), 4-17.

Goleman, D. (2005). Emotional intelligence. Bantam Dell.

Kelley, E. y Kelloway, K. (2012). Context matters: testing a model of remote leadership. Journal of leadership & organizational studies, 19(4), 437–449. DOI: https://doi.org/10.1177/1548051812454173

Kwon, M. y Jeon S. (2018). Do leadership commitment and performance-oriented culture matter for federal teleworker satisfaction with telework programs? Review of public personnel administration, 40(1), 36–55. DOI: https://doi.org/10.1177/0734371X18776049

Mahler, J. (2012). The telework divide: managerial and personnel challenges of telework. Review of public personnel administration, 32(4). 407-418. DOI: https://doi.org/10.1177/0734371X12458127

McPheat, S. (2010). Leadership skills. MDT Training & Ventus Publishing.

Moussa, M., McMurray, A. y Muenjohn, N. (2018). Innovation and leadership in public sector organizations. Journal of management research, 10(3), 14-30. DOI: https://doi.org/10.5296/jmr.v10i3.13101

Neufeld, D., Wan, Z. y Fang, Y. (2010). Remote Leadership, Communication Effectiveness and Leader Performance. Group decision & negotiation, 19(3), 227.246. DOI: https://doi.org/10.1007/s10726-008-9142-x

Sacavém, A. et al. (2019). An integrative literature review on leadership models for innovative organizations. Journal of reviews on global economics, 8, 1741-1751.

Saleem, H. (2015). The impact of leadership styles on job satisfaction and mediating role of perceived organizational politics. Procedia: Social and behavioral sciences, 172, 563-569. DOI: https://doi.org/10.1016/j.sbspro.2015.01.403

Van Wart, M. (2003). Public-Sector Leadership Theory: An Assessment. Public administration review, 63(2), 214-228. DOI: https://doi.org/10.1111/1540-6210.00281

Virtanen, P. y Tammeaid, M. (2020). Developing public sector leadership: new rationale, best practices and tools. Springer Nature Switzerland. DOI: https://doi.org/10.1007/978-3-030-42311-7

Published

2021-07-06

How to Cite

Barreto, A., & Sousa, M. J. (2021). Models and leadership styles in public administration in the context of telework. SOCIAL REVIEW. International Social Sciences Review / Revista Internacional De Ciencias Sociales, 10(2), pp. 165–178. https://doi.org/10.37467/gka-revsocial.v10.2636

Issue

Section

Research articles