Right Fit Leading: COVID and Telework, Part 4

In Part 3, we examined trustworthiness and how reliability comes from the quality of a person that drives desired behaviors like being respectful, honest, consistent, positive, and selfless. Part 3 offered suggestions for managers.

Now let us take a look at performance. It appears that examinations of contemporary literature has primarily been focused on teleworking and non-teleworking employees. When we change that focus to leaders and leadership, we must evaluate key requirements of the value of performance in the conversation. This will lead to mitigation strategies and shared understanding that are vital to improving performance.

This kind of evaluation demonstrates how leaders can help members (remember LMX theory) and let us understand how to take advantage of the benefits of teleworking. My research is keenly focused on, among other things, situations where leaders may be reluctant to use telework. One goal of my research is to understand the reasons for that reluctance and to begin the discussion about ways to improve acceptance of telework.

NOTES: I offer this series to help leaders and members reinforce what we know, discover what we do not know, and identify what we should ask questions about. The results are intended to assist everyone to deal with positive and negative aspects of telework. This series is my educational journey that I hope is valuable to you.