AI Article Synopsis
- The COVID-19 pandemic introduced new challenges for social and organizational dynamics, prompting a shift to flexible and remote work.
- Research conducted on 34 teams before and after the pandemic showed that perceptions of empowering leadership and leadership support remained largely unchanged despite the crisis.
- Teams that saw changes in empowering leadership reported correlating changes in work satisfaction and effectiveness, with this relationship being stronger in smaller teams compared to larger ones.
Article Abstract
The COVID-19 pandemic generated unprecedented challenges for social and organizational life. We set out to explore how empowering leadership and leadership support were affected as a result of the team-based organization starting to implement flexible and remote work practices after the outbreak of the COVID-19 pandemic. We collected data in a cross-lagged design and used the two-condition MEMORE mediation procedure to analyze data on work satisfaction and team effectiveness obtained just before and immediately after the COVID-19 outbreak in 34 organizational teams. Our results show that the COVID-19 outbreak did not significantly impact perceptions of empowering leadership or perceived leadership support. However, teams that experienced changes in empowering leadership also reported proportional changes in work satisfaction and effectiveness. Finally, we show that the association between empowering leadership and leadership support, on the one hand, and work satisfaction in teams, on the other hand, is moderated by team size, such that the strength of the association is higher in small rather than large organizational teams. We conclude by arguing that the team-based organization absorbed well the impact and disruptions associated with the COVID-19 outbreak. We also stress the role of empowering leadership as a driver of work satisfaction and the effectiveness of organizational teams.
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|---|---|
| http://www.ncbi.nlm.nih.gov/pmc/articles/PMC10064044 | PMC |
| http://dx.doi.org/10.3389/fpsyg.2023.1095968 | DOI Listing |
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