Szczegóły publikacji
Opis bibliograficzny
Leading from afar: the manager’s perspective on remote work / Helena STAROWICZ-RAJCA, Monika PEC // Scientific Papers of Silesian University of Technology [Dokument elektroniczny]. — Czasopismo elektroniczne ; ISSN 2720-751X . Organization & Management ; ISSN 2720-751X. — 2025 — no. 237, s. 571–592. — Wymagania systemowe: Adobe Reader. — Bibliogr. s. 589–592, Abstr.
Autorzy (2)
Słowa kluczowe
Dane bibliometryczne
| ID BaDAP | 165378 |
|---|---|
| Data dodania do BaDAP | 2026-01-13 |
| Tekst źródłowy | URL |
| DOI | 10.29119/1641-3466.2025.237.32 |
| Rok publikacji | 2025 |
| Typ publikacji | artykuł w czasopiśmie |
| Otwarty dostęp |  |
| Creative Commons | |
| Czasopismo/seria | Zeszyty Naukowe Politechniki Śląskiej = Scientific Journal of Silesian University of Technology, Organizacja i Zarządzanie = Organization & Management |
Abstract
Purpose: The main aim of this study is to explore managers' perceptions of remote work performed by their subordinates. It focuses on key aspects such as the effectiveness of remote work, differences compared to office-based work, associated risks and benefits, and factors that hinder productivity when working from home. Design/methodology/approach: The study adopts a qualitative approach, combining a comprehensive literature review with in-depth, semi-structured interviews conducted with managers at various levels within selected organizations. Findings: The insights gathered reveal a balanced view of remote work. While managers acknowledged some benefits, such as flexibility and increased autonomy, they expressed significant concerns about communication challenges, reduced collaboration, and weakened team cohesion in remote settings. Research limitations/implications: Due to the small sample size and qualitative nature of the research, the findings cannot be generalized. The conclusions are specific to the group of interviewed managers and should be interpreted within that context. Practical implications: The findings suggest that companies should invest in digital tools, train managers in virtual communication, and develop fair performance metrics supported by analytics. To maintain team cohesion and reduce isolation, organizations should foster trust, hold regular virtual check-ins, and support team autonomy. Leadership development and digital upskilling are essential, along with clear remote work policies and accessible wellness programs. Supporting the psychological and social well-being of remote workers is key—flexible schedules, proper tools, and management support are necessary for balancing work and personal life. Ultimately, employee well-being hinges more on effective management than on the work mode itself. Originality/value: This study addresses a gap in existing literature by focusing on the managerial perspective of remote work—an area often overshadowed by studies centered on employees. The research emphasizes the need for managers to adapt their leadership styles to remote contexts by leveraging technology, building trust, and ensuring clear communication. The insights are particularly relevant for managers aiming to maintain productivity, engagement, and team unity in a remote or hybrid work environment.
