Captain or deckhand? The impact of self-leadership on employees’ work role performance under remote work

Name: Captain or deckhand? The impact of self-leadership on employees’ work role performance under remote work
Author: Maden-Eyiusta, Ceyda, Alparslan, S. E.

İsim	Captain or deckhand? The impact of self-leadership on employees’ work role performance under remote work
Yazar	Maden-Eyiusta, Ceyda, Alparslan, S. E.
Basım Tarihi:	2022-11-25
Basım Yeri	- Frontiers Media
Konu	Psychological empowerment, Remote work, Self-leadership, Supervisor close monitoring, Work role performance
Tür	Süreli Yayın
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	1664-1078
Kayıt Numarası	0a0ebe3d-56ca-4b6d-93e6-9adf93210f7e
Lokasyon	Entrepreneurship
Tarih	2022-11-25
Örnek Metin	Relying on self-determination theory, this study investigates the mediating role of psychological empowerment in the relationship between self-leadership and work role performance (task proficiency, task adaptivity, and task proactivity) in remote work settings. It also explores whether and how supervisor close monitoring moderates the indirect impact of self-leadership on work role performance. Hypotheses were tested using a two-study design including white-collar employees from a broad range of jobs and companies (Study 1) and employee-supervisor dyads working in small and medium-sized firms (Study 2) in Turkey. In Study 1, results showed that self-leadership had a positive indirect effect on employees’ work role performance through psychological empowerment. In Study 2, the cross-lagged two-wave design provided support for this indirect effect while demonstrating partial support for the moderating role of supervisor close monitoring. The current study contributes to research on self-leadership and work role performance by providing a detailed understanding of the motivational process through which self-leadership leads to increased work role performance. It also offers practical insights for enhancing self-leaders’ work role performance, particularly within the remote work context.
DOI	10.3389/fpsyg.2022.988105
Cilt	13

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Captain or deckhand? The impact of self-leadership on employees’ work role performance under remote work

Yazar Maden-Eyiusta, Ceyda, Alparslan, S. E.

Basım Tarihi 2022-11-25

Basım Yeri - Frontiers Media

Konu Psychological empowerment, Remote work, Self-leadership, Supervisor close monitoring, Work role performance

Tür Süreli Yayın

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 1664-1078

Kayıt Numarası 0a0ebe3d-56ca-4b6d-93e6-9adf93210f7e

Lokasyon Entrepreneurship

Tarih 2022-11-25

Örnek Metin Relying on self-determination theory, this study investigates the mediating role of psychological empowerment in the relationship between self-leadership and work role performance (task proficiency, task adaptivity, and task proactivity) in remote work settings. It also explores whether and how supervisor close monitoring moderates the indirect impact of self-leadership on work role performance. Hypotheses were tested using a two-study design including white-collar employees from a broad range of jobs and companies (Study 1) and employee-supervisor dyads working in small and medium-sized firms (Study 2) in Turkey. In Study 1, results showed that self-leadership had a positive indirect effect on employees’ work role performance through psychological empowerment. In Study 2, the cross-lagged two-wave design provided support for this indirect effect while demonstrating partial support for the moderating role of supervisor close monitoring. The current study contributes to research on self-leadership and work role performance by providing a detailed understanding of the motivational process through which self-leadership leads to increased work role performance. It also offers practical insights for enhancing self-leaders’ work role performance, particularly within the remote work context.

DOI 10.3389/fpsyg.2022.988105

Cilt 13