Telecommuting is one of the emerging topics and challenges in leadership research. The trend to work from home is increasing, especially within the realm of online education. It’s important to note that telecommuting is not a good fit for everyone – students or instructors. Some students need to work with others in order to be effective and productive, as well as to experience collaboration, interaction, creativity, and innovation within their college experience. Also, there are concerns regarding productivity of those who work from home, as well as isolation issues.
Telecommuting has a unique impact on the organizational dynamic and how it impacts students, instructors, and supervisors. The isolated nature of the work environment can be problematic for both students and instructors. Those who manage instructors within the virtual environment must address issues that have the most impact on job satisfaction and organizational commitment.
Those who are happy telecommuting are typically having their needs met in some fashion and the leadership matches the needs of the subordinates. Some telecommuting instructors may respond well to directive, supporting, participative, or achievement oriented leadership styles. The manager must determine which is the best fit for each individual, accept that the employee needs this type of leadership, and value his or her contributions. There are also some instructors who will not need this leadership – if individual instructors are self-motivated and able to maintain their classroom independently then leadership may not be necessary.
Personally, I have experienced two types of virtual managers. My first manager was very laid-back and as long as my work was completed, I responded in a timely manner, and did what was asked, there were no questions asked. If I wanted to run to Target for an hour midday or take my kids to the zoo for the afternoon, it was no problem. My manager was trusting and our open line of communication allowed me to do what was needed to accomplish tasks and meet goals.
My second manager had a different leadership philosophy. He expected me to be online constantly from 10 am to 4 pm and to respond to all emails or phone calls immediately. I had to ask permission to pick my children up from school. His tone and mannerisms denoted a lack of trust and lack of understanding of the nature of telecommuting. His leadership style was much more micromanaging and I felt very tied to the computer. For me, his leadership style was ineffective and made me feel more disconnected.
As I’ve mentioned, teaching online is not for everyone. If one needs to be micromanaged and have their whereabouts and work tracked for every minute of the day, working from home is probably not the best fit. However, if the individual is self-motivated and can effectively and efficiently accomplish tasks while working from home, this should be respected.
Personally, because I am very self-motivated, I prefer a more laid-back approach to leadership, much like my first manager.
Leadership within a telecommuting position is an entirely different type of leadership than leadership within a traditional setting. Since one rarely actually sees the individuals they work with within my organization, there has to be a certain level of trust and understanding within the position itself. Without this level of trust the relationship between the employee and manager can quickly dissipate into a variety of issues, including a strong feeling of isolation for the telecommuter and a disconnect from the organization.
About the Author
Jamie Weitl is a WAHM teaching for several online universities and raising three precocious little ones. In her spare time she enjoys writing, baking, and running. For more info, see my Google Plus Profile.
