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EXAMINING MANAGERIAL LEADERSHIP BEHAVIOR, PERCEIVED PROXIMITY, AND JOB SATISFACTION IN DISTRIBUTED WORK ARRANGEMENTS

By: Macauley, David D [author].
Material type: TextTextPublisher: Scholar Works at UT Tyler, 2018-05-23T07:00:00ZContent type: text Media type: computer Carrier type: online resourceSubject(s): virtual work | virtual team | distributed work | distributed team | virtual competence | remote employee | telecommute | telecommuting | telework | virtual management | remote managerial and leadership effectiveness | and e-leadership | Business Administration, Management, and Operations | Business and Corporate Communications | Human Resources Management | Management Sciences and Quantitative Methods | Organizational Behavior and Theory | Training and DevelopmentOnline resources: Dissertation Click here to view this dissertation. Summary: More than 70% of all employers and managers utilize flexible or distributed work arrangements (Greenfield, 2017; World at work, 2017). Yet, it appears that few organizations are prepared to manage the relationship elements that come with a distributed workforce (Boss, 2017; Miller & Campell, 2013). Using structural equation modeling and data from 838 participants, the study examined the relationship between managerial behavior, perceived proximity, and job satisfaction within organizations that utilize distributed work. The results indicate that managerial behavior has a positive relationship with perceived proximity and employee job satisfaction and supports previous literature showing perceived proximity to be more reliable than objective physical distance when evaluating relationship outcomes.
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Item type Current location Collection Call number URL Status Date due Barcode
UT Tyler Dissertation UT Tyler Online
Online
University Archives & Special Collections HF5549.5.J63 .M38 2018 (Browse shelf) http://hdl.handle.net/10950/1169 Available 1046657594

More than 70% of all employers and managers utilize flexible or distributed work arrangements (Greenfield, 2017; World at work, 2017). Yet, it appears that few organizations are prepared to manage the relationship elements that come with a distributed workforce (Boss, 2017; Miller & Campell, 2013). Using structural equation modeling and data from 838 participants, the study examined the relationship between managerial behavior, perceived proximity, and job satisfaction within organizations that utilize distributed work. The results indicate that managerial behavior has a positive relationship with perceived proximity and employee job satisfaction and supports previous literature showing perceived proximity to be more reliable than objective physical distance when evaluating relationship outcomes.

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