Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders
Abstract
:1. Introduction
1.1. Virtual Leadership
1.2. Relevance of Leaders’ Health and Wellbeing
1.3. Health-Oriented Leadership
1.4. Study Aim
2. Materials and Methods
2.1. Participants
2.2. Procedure
3. Results
3.1. Health-Oriented Self-Leadership
“Personally, I tend to be close to my limit because I like that too, but I’m actually paying attention not to collapse. Even if the workload tends to be that way. So I try to take care of myself.”(Employee #1, age 41–50 years, e-leadership experience 2–4 years).
“Well, I don’t like being sick. I’ve learned it the hard way, let’s put it this way. In my previous role I was (…) lucky to have people or one person in America. That means I was represented in Asia, Europe and America, which extended my working day and I was relatively close to burnout at some point. But I was, had no burnout, but that was not so far away. And that’s when I talked to my boss, that I can get out of projects and take care of my team. And I made some decisions for me, too.”(Employee #6, age 41–50 years, e-leadership experience >4 years).
“Firstly, pride, as one was extremely needed. And one did not want to give up this position so easily. (...) And then a certain degree of displacement mechanism “It’s not that bad.” (…) Of course one has collected successes during this time. So from 2009 to 2017 I expanded the technical department from 22 employees to over 80. (laughter) And the turnover and the company have also benefited from it. And there are of course successes, you might have to gain some distance to evaluate them from a different angle, and then set yourself different goals and priorities.”(Employee #10, age >50 years, e-leadership experience 2–4 years).
“I also set up rules for myself, so when am I reachable via all these channels that are available (…)? And I take great care to ensure that I am able to, let’s say, separate the two. Especially in view of home office. If I didn’t had any rules or didn’t set up any rules for myself, then I think this would have a negative effect on my health.”(Employee #9, age 30–40 years, e-leadership experience <2 years).
3.2. Health-Oriented Employee Leadership
“Health is the most important thing to me and I also pay extreme attention to health and I am reflected upon every day and this is also my top priority for my employees. In the first place!”(Employee #11, age >50 years, e-leadership experience >2 years).
“I believe the primary goal is to have a trusting relationship. In fact (...) really collegial or even friendship-based. And I also had a colleague in the US (...), I knew then that his wife was divorcing him, so I virtually hugged him and had intensive conversations with him.”(Employee #3, age >50 years, e-leadership experience 2–4 years).
“I’m there every six to eight weeks, but within these six to eight weeks there is only virtual contact. And the personal contact is just different—when I look into someone’s eyes and see their whole behavior and voice—even in a video conference.”(Employee #8, age 41–50 years, e-leadership experience <2 years).
“As an employer, I am not actually responsible for their health, but I am responsible for ensuring that my way of working and the job requirements do not have a lasting adverse effect on the health of my employees.”(Employee #2, age 41–50 years, e-leadership experience 2–4 years).
“And [the e-coffee time] is also used actively, so people really talk about private matters. And the fact that we really have this once a week creates the impression that people sometimes talk even more than when they sit together in their office (…) nobody is listening.”(Employee #9, age 30–40 years, e-leadership experience <2 years).
“I and we are convinced that a great deal of leadership and responsibility also lies with the teams. Accordingly, I believe it is very, very important to get people to take care of each other, or not to stop them from doing so, and to a certain extent to become a team, because that of course works much, much better than if someone had to keep an eye on it somehow and the colleagues simply see each other much, much more often than I do now.”(Employee #4, age 30–40 years, e-leadership experience >4 years).
3.3. Factors of Influence
4. Discussion
4.1. Health-Oriented Self-Leadership
4.2. Health-Oriented Employee Leadership
4.3. Factors of Influence
5. Strengths and Limitations
6. Practical Implications
7. Conclusions
Supplementary Materials
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
Appendix A. Interview Guide
- How important is your health to you—also in the context of digitalized leadership work?
- How do you experience your health at work?
- How important is it to you to pay attention to the health of your virtual team members?
- How do you experience changes in your health condition?
- Do you have the feeling that you can perceive strain in time?
- When do you notice changes in your own state of health?
- What makes it more difficult for you to perceive changes in your own state of health?
- Is it also possible for you to recognize in virtual teamwork whether the health condition of your team members changes?
- In which areas do you experience attentive behavior towards yourself?
- Is it possible for you to lead your virtual team members in a health-oriented manner?
- What does it mean to you to work healthy and be able to lead health-oriented in a virtual working environment? How do you determine this?
- What supports or makes it more difficult to lead yourself health-oriented in a virtual working environment?
- What supports or makes it more difficult to lead your team colleagues health-oriented in a virtual working environment?
- What influences your health-oriented behavior or efforts in a virtual working environment? Can you give me examples of your everyday business?
- What suggestions or ideas do you have for the application of health-oriented leadership in virtual teams?
- What do you wish for to be able to take better care of your own health and that of your team colleagues?
- What needs to be changed urgently?
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Professional Situation | Characteristics of the Virtual Team | Health-Oriented Leadership in Virtual Teams | Socio-Demographic Data |
---|---|---|---|
Profession | Number of teams | Value of health | Gender |
Department | Leadership experience | Health awareness | Age |
Industry | Team composition | Health behavior | Highest degree |
Company size | Geographical distribution | Factors of influence | |
Employment | Face-to-face meetings | Improvement proposals | |
Working hours | Virtual communication |
Variable | n | % |
---|---|---|
Gender | ||
Male | 13 | 100.00 |
Female | 0 | 0.00 |
Age | ||
30–40 years | 5 | 38.46 |
41–50 years | 4 | 30.76 |
>50 years | 4 | 30.76 |
Industry | ||
IT/Software | 8 | 61.54 |
Manufacturing | 2 | 15.38 |
Aerospace | 2 | 15.38 |
Logistics | 1 | 7.69 |
Company size | ||
1–49 employees | 0 | 0.00 |
50–249 employees | 6 | 46.15 |
>250 employees | 7 | 53.85 |
Employment | ||
Full-time (permanent) | 11 | 84.62 |
Part-time (permanent) | 2 | 15.38 |
Main workplace | ||
Company office | 8 | 61.54 |
Home-Office | 5 | 38.46 |
E-Leadership experience | ||
<2 years | 5 | 38.46 |
2–4 years | 6 | 46.15 |
>4 years | 2 | 15.38 |
Number of team members | ||
1–5 | 4 | 30.76 |
6–10 | 5 | 38.46 |
11–15 | 1 | 7.69 |
16–20 | 1 | 7.69 |
>20 | 2 | 15.38 |
Geographical distribution | ||
National | 8 | 61.54 |
International | 5 | 38.46 |
Face-to-face meetings | ||
Yearly | 7 | 53.85 |
Monthly | 3 | 23.08 |
Weekly | 2 | 15.38 |
Health Oriented Self-Leadership | Health-Oriented Employee Leadership |
---|---|
Physical activity (10) | Communication (11) |
Boundary management (9) | Trust building activities (10) |
Nutrition (6) | Support in boundary management (8) |
Sleep (4) | Face-to-face meetings (8) |
Recreational activities (4) | Delegation (5) |
Social exchange (4) | |
Time management (3) | |
Use of occupational health services (2) | |
Mental handling of stress (2) |
Organizational Factors | Social Factors | Technical Factors | Personal Factors |
---|---|---|---|
Management board (+/−) | Team (+/−) | Digital media (+/−) | Personal factors (−) |
Working conditions (+/−) | Leadership (+/−) | ||
Corporate culture (+) | |||
Structural offers (+) |
© 2020 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Share and Cite
Efimov, I.; Harth, V.; Mache, S. Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders. Int. J. Environ. Res. Public Health 2020, 17, 6519. https://doi.org/10.3390/ijerph17186519
Efimov I, Harth V, Mache S. Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders. International Journal of Environmental Research and Public Health. 2020; 17(18):6519. https://doi.org/10.3390/ijerph17186519
Chicago/Turabian StyleEfimov, Ilona, Volker Harth, and Stefanie Mache. 2020. "Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders" International Journal of Environmental Research and Public Health 17, no. 18: 6519. https://doi.org/10.3390/ijerph17186519