Managing intellectuals: Reaping the most and the best of knowledge workers in the post-COVID world

Simple item page
dc.contributor.authorAtan, Arzu
dc.contributor.authorAtan, Tarik
dc.contributor.otherEkonomická fakultacs
dc.date.accessioned2023-12-04T11:47:24Z
dc.date.available2023-12-04T11:47:24Z
dc.description.abstractThe COVID-19 crisis forced massive changes in work practices, channeling most of the activities to digital/remote work paradigms almost overnight. In this post-COVID locked-in world, traditional top-down control and command mechanisms simply ceased to exist. Profoundly different approaches and understandings became necessary to reap the most and the best outcomes from workers. In this new paradigm, cultivating organisational citizenship behaviors might be the most – if not only – viable way to ensure comprehensive results and sustained success. That necessitates a highly rooted insight into the influences of leadership styles. This article discusses the constructs of transactional leadership and transformational leadership styles. Contextualisation of the data patterns investigates the interrelationships between these two styles by comparing and contradicting their effects on organisational citizenship behaviors. It explains how these two approaches work in tandem for better results, mutually enabling each other, like the two legs of an athlete, where the lack of one profoundly cripples the outcomes, making the other ineffective as well. Using a survey inquiring about the perceptions of online knowledge workers, a three-step analysis was conducted and, as a result, established a robust argument that these two leadership styles are not paradoxical; they need not be mutually exclusive or contradicting can enable and complement each other. This finding is crucial for managing knowledge workers and knowledge workers as managers.en
dc.formattext
dc.identifier.doi10.15240/tul/001/2023-4-003
dc.identifier.eissn2336-5604
dc.identifier.issn1212-3609
dc.identifier.urihttps://dspace.tul.cz/handle/15240/174245
dc.language.isoen
dc.publisherTechnická Univerzita v Libercics
dc.publisherTechnical university of Liberec, Czech Republicen
dc.publisher.abbreviationTUL
dc.relation.ispartofEkonomie a Managementcs
dc.relation.ispartofEconomics and Managementen
dc.relation.isrefereedtrue
dc.rightsCC BY-NC
dc.subjectManagementen
dc.subjectorganisational citizenship behaviorsen
dc.subjecttransformational leadershipen
dc.subjecttransactional leadershipen
dc.subjectknowledge workersen
dc.subjectcomplementaryen
dc.subject.classificationD23
dc.subject.classificationD89
dc.subject.classificationJ29
dc.subject.classificationM12
dc.subject.classificationM19
dc.subject.classificationM54
dc.titleManaging intellectuals: Reaping the most and the best of knowledge workers in the post-COVID worlden
dc.typeArticleen
local.accessopen
local.citation.epage50
local.citation.spage38
local.facultyFaculty of Economics
local.filenameEM_4_2023_3
local.fulltextyes
local.relation.abbreviationE+Mcs
local.relation.abbreviationE&Men
local.relation.issue4
local.relation.volume26
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
E+M_4_2023_03.pdf
Size:
1.19 MB
Format:
Adobe Portable Document Format
Description:
článek
Download
Collections
Číslo 4