![]() Our results show the strongest relationships with work engagement are feedback from the work itself and technology support of work. 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. Results are from a two-period field study of a Nordic telecom company experienced with flexible work practices. 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. 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. Successful self-management requires a sense of engagement with one’s work. Self-management is increasingly required by people in jobs with flexible schedules and locations, freelance arrangements, and other forms of organizational job design. ![]()
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