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Remote Leadership, Communication Effectiveness and Leader Performance

Author

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  • Derrick J. Neufeld

    (The University of Western Ontario)

  • Zeying Wan

    (The University of Western Ontario)

  • Yulin Fang

    (City University of Hong Kong)

Abstract

As remote work arrangements have gained in popularity, workforce dispersion has become increasingly widespread. Little research to date has examined how physical distance influences leader–follower communication effectiveness or leader performance. Building on top of transformational leadership theory, this paper explores how perceived leader performance is influenced by leadership style, physical distance, and communication effectiveness between leaders and followers. A survey of 138 followers, reporting to a total of 41 leaders, was conducted and data were analyzed at the individual follower-level using the Partial Least Squares (PLS) technique. Our model explained 45% of the variance in communication effectiveness and 67% of the variance in perceived leader performance. Consistent with past empirical findings, transformational leadership was associated more strongly with perceived leader performance than transactional contingent reward leadership. Communication effectiveness was also a strong predictor of leader performance, and furthermore acted as a mediator of leadership behavior on performance. Surprisingly, distance had no influence on either communication effectiveness or perceived leader performance. Implications for theory and practice are discussed.

Suggested Citation

  • Derrick J. Neufeld & Zeying Wan & Yulin Fang, 2010. "Remote Leadership, Communication Effectiveness and Leader Performance," Group Decision and Negotiation, Springer, vol. 19(3), pages 227-246, May.
  • Handle: RePEc:spr:grdene:v:19:y:2010:i:3:d:10.1007_s10726-008-9142-x
    DOI: 10.1007/s10726-008-9142-x
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    References listed on IDEAS

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    Cited by:

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    2. Udin Udin & Sri Handayani & Ahyar Yuniawan & Edy Rahardja, 2019. "Leadership Styles And Communication Skills At Indonesian Higher Education: Patterns, Influences, And Applications For Organization," Organizations and Markets in Emerging Economies, Faculty of Economics, Vilnius University, vol. 10(1).
    3. Claude Alavoine, 2014. "Leadership, power and negotiation: the impossible triad?," Working Papers 2014-222, Department of Research, Ipag Business School.
    4. Cam Caldwell & Michael S. Beverage & Patrick D. Converse, 2018. "Selecting for Flair Factors: Improving the Selection Process," Business and Management Research, Business and Management Research, Sciedu Press, vol. 7(1), pages 1-10, March.
    5. Rahul. P, 2021. "Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic," Jindal Journal of Business Research, , vol. 10(2), pages 251-269, December.
    6. Gordon Wang & Rick D. Hackett, 2016. "Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good," Journal of Business Ethics, Springer, vol. 137(2), pages 321-345, August.

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