A qualitative investigation on combined effects of distant leadership, organisational agility and digital collaboration on perceived employee engagement

Abstract

PurposeEnvironments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.Design/methodology/approachAt the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.FindingsOur findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.Originality/valueAlthough our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.