Suddenly, COVID-19 has changed the world and the way people work. Companies had to accelerate something they knew was imminent in the future, but not immediate and extremely humongous. This situation poses a huge challenge for companies to survive and thrive in this complex business environment and for employees, who must adapt to this new way of working. An effective e-leadership, which promotes companies’ adaptability, is needed. This study investigates the existing knowledge on teleworking and e-leadership; and analyzes the supposed (...) challenges. The literature review shows that companies with effective e-leadership can view teleworking as an opportunity. It is advantageous for not only companies’ productivity but also the environment and people who work remotely. However, a traditional or no leadership can result in some risks. Thriving in remote work environments implies that managers must adjust the companies’ structure, making them less hierarchical, and developing new abilities to establish a strong and trustworthy relationship with their employees to maintain their competitiveness, while retaining a genuine concern for their employees’ well-being. Similarly, successful e-leadership must be able to consolidate and lead effective virtual teams to accomplish organizational goals. This study contributes to the literature and leaders during the pandemic. (shrink)

This study aims to investigate the spillover impact of work-family/family–work conflict and stress on five major industrial sectors, during the first wave of Covid-19. The purpose of this cross-sectional study is twofold; firstly, to test a hypothesized model where work-family/family-work conflicts are related to stress and where stress could exert a mediating role in such relationships. Secondly, we seek to explore the presence of these conflicts and stress in each of the five major industrial sectors and evaluate if there are (...) significant differences between them, identifying the sociodemographic characteristics associated. Two questionnaires were applied to 748 employees from the selected industries. According to our results, stress predicts both types of conflict and also exerts a mediator role. It was primarily found that the five sectors are significantly different regarding the work-family/family-work conflicts and stress. Findings and implications are discussed. (shrink)

Publication date: 30 August 2017 Source: Author: Ghulam Abid, Tahira Hassan Butt Employees are the building blocks and valuable assets in an organization. Organizational researchers and practitioners have shown a burgeoning attention to satisfy and retain key performer as the cost of leaving a job is very high for the employing organizations. Discovering turnover intention in its formation stages is very crucial, not only to resist its’ piled up effect but also to control the actual turnover in the future. Most (...) of the times, management is not aware of the employee’s quit intention because employees don’t show their intention explicitly until they actually leave the organization. However, majority of the times employees share their feeling with their colleagues or other close work mates. Based on positive relationship at work, we argued that the individuals who work together normally share their feelings with their close colleagues regarding their decision of leaving or staying with the current employer. Therefore, the objective of the current study is to investigate the relationship between turnover intention and expressed turnover intention. Furthermore, we offer a new perspective to data collection from other sources, which will assist us in shortening the questionnaire, also minimizing the common method bias and knowing the quit intention from other source. Finally, theoretical and practical implications along with direction for future studies are also discussed. (shrink)