Remote work intensity and individual work performance: indirect effects through leadership behaviors and employee work motivation

Le résumé fourni par la source

Abstract The rise of remote work has reshaped organizational dynamics, necessitating a deeper understanding of its implications for leadership, employee motivation, and performance. This longitudinal study examined direct and indirect effects (via leadership behaviors) of remote work intensity on employee motivation and performance. Using three waves of survey data from 512 Norwegian employees, results indicate that higher remote work intensity positively predicted perceived need-supportive leadership and negatively predicted perceived controlling and laissez-faire leadership. Need-supportive leadership positively predicted intrinsic motivation, which in turn predicted adaptability and proactivity, whereas controlling leadership positively predicted extrinsic regulation and amotivation. Amotivation negatively predicted proficiency but was a positive predictor of proactivity. Laissez-faire leadership also positively predicted proactivity, suggesting that reduced managerial oversight may encourage initiative in certain remote work contexts. These results offer valuable insights for organizations navigating the future of work, highlighting the need for leadership strategies that enhance intrinsic motivation and adaptability in remote work settings.

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