Gedeeld leiderschap en proactiviteit in Het Nieuwe Werken

Translated title of the contribution: Shared leadership and proactivity in the New Ways of Working

Martine J. H. Coun*, Cees J. Gelderman, Jose Perez-Arendsen

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Increasingly, employees are experiencing so-called New Ways of Working (NWW), facilitated by advanced ICT. They must deal with more autonomy and responsibilities in combination with flexibility in time and location of work. It has been argued that NWW combine well with novel leadership styles, such as shared leadership, although this relationship has not been studied before. Similarly, the expected consequences of NWW on proactivity of employees and teams requires academic investigation. This paper reports on a study on the impact of NWW implementation on shared leadership and the proactivity within SNS REAAL (a large banking and insurance company in the Netherlands). The case study is particularly interesting since NWW employees (N = 51) are compared with non- NWW employees (N = 77). The results confirm that NWW have a positive, significant relationship with team proactivity behaviour. In addition, the implementation of NWW can have an indirect impact on the individual proactivity of employees, which is only effective if team proactivity is promoted. Merely implementing NWW will not result in shared leadership. The findings suggest that NWW characteristics, such as an open feedback culture, more autonomy, and internal entrepreneurship, are most effective in the pursuit of proactivity and shared leadership.
Original languageDutch
Pages (from-to)356-379
Number of pages24
JournalGedrag & Organisatie
Volume28
Issue number4
Publication statusPublished - Dec 2015

Keywords

  • New Ways of Working (NWW)
  • shared leadership
  • distributed leadership
  • proactivity of teams
  • individual proactivity
  • autonomy
  • DISTRIBUTED LEADERSHIP
  • TEAM EMPOWERMENT
  • SELF-EFFICACY
  • VIRTUAL TEAMS
  • BEHAVIOR
  • PERFORMANCE
  • ORGANIZATIONS
  • MANAGEMENT
  • WORKPLACE
  • CONSEQUENCES

Cite this

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title = "Gedeeld leiderschap en proactiviteit in Het Nieuwe Werken",
abstract = "Increasingly, employees are experiencing so-called New Ways of Working (NWW), facilitated by advanced ICT. They must deal with more autonomy and responsibilities in combination with flexibility in time and location of work. It has been argued that NWW combine well with novel leadership styles, such as shared leadership, although this relationship has not been studied before. Similarly, the expected consequences of NWW on proactivity of employees and teams requires academic investigation. This paper reports on a study on the impact of NWW implementation on shared leadership and the proactivity within SNS REAAL (a large banking and insurance company in the Netherlands). The case study is particularly interesting since NWW employees (N = 51) are compared with non- NWW employees (N = 77). The results confirm that NWW have a positive, significant relationship with team proactivity behaviour. In addition, the implementation of NWW can have an indirect impact on the individual proactivity of employees, which is only effective if team proactivity is promoted. Merely implementing NWW will not result in shared leadership. The findings suggest that NWW characteristics, such as an open feedback culture, more autonomy, and internal entrepreneurship, are most effective in the pursuit of proactivity and shared leadership.",
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author = "Coun, {Martine J. H.} and Gelderman, {Cees J.} and Jose Perez-Arendsen",
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Gedeeld leiderschap en proactiviteit in Het Nieuwe Werken. / Coun, Martine J. H.; Gelderman, Cees J.; Perez-Arendsen, Jose.

In: Gedrag & Organisatie, Vol. 28, No. 4, 12.2015, p. 356-379.

Research output: Contribution to journalArticleAcademicpeer-review

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