Dominik Hüttemann, Tobias Marc Härtel, Julia Müller
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Examining the extended full-range leadership model and leadership effectiveness in remote work contexts: the moderating role of VUCA environments
Purpose
The COVID-19 pandemic has amplified the importance of effectively leading a remote workforce in volatile, uncertain, complex and ambiguous (VUCA) environments. This study examines the effectiveness of transformational–transactional leadership (Full-Range Leadership Model, FRLM) and its recent extension of instrumental leadership (eFRLM) in remote work contexts.
Design/methodology/approach
We surveyed 529 remote working followers, providing perceptions on (1) their leaders’ manifestation of eFRLM dimensions and factors, (2) their leaders’ leadership effectiveness and (3) their organizational environment as VUCA.
Findings
Results show that instrumental leadership represents a strongly effective leadership dimension in remote work contexts, explaining unique variance beyond transformational–transactional leadership. Moreover, VUCA environments moderated the association between eFRLM leadership behaviors and leadership effectiveness, with instrumental leadership being particularly effective in more pronounced VUCA environments and transformational–transactional leadership being less effective.
Originality/value
Overall, instrumental leadership appears crucial to consider when predicting leadership effectiveness in virtual and uncertain contexts.
期刊介绍：
The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.
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