Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective
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Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective

Michael A. Brown Sr. (Right Fit Communications LLC, USA)
Pages: 300|DOI: 10.4018/978-1-7998-8950-2
ISBN13: 9781799889502|ISBN10: 1799889505|EISBN13: 9781799889526|ISBN13 Softcover: 9781799889519
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Description

This book focuses on rules for teleworking generated by the coronavirus pandemic (COVID-19) that exist without a national strategy. The research goes further to address implications for everyday situations, many that already existed before the pandemic. The research offers an opportunity to take a new look at teleworking in all situations regardless of the reasons that make it necessary or prudent. This book addresses telework issues and answers: trustworthiness, performance, productivity, employee risk, achievement, accountability, emotional intelligence, and radical change. It addresses the need for and the existence of a shared understanding where leaders and employees openly discuss the challenges presented by teleworking. It also asks whether there are impediments or obstacles that organizations could remove or reduce to enable employees to accomplish the same amount of work they are currently doing in the office, but in a shorter duration of time while teleworking.

This work conducts a deeper evaluation of telework than is currently available in relevant literature so that we can understand how to build strengths and mitigate weaknesses in trustworthiness and performance as they are applied in organizational development. The evaluation begins with a description of the current state of teleworking. This examination identifies plans and resources that can be used to improve teleworking tomorrow. This book also collects and analyzes LMX – leader-member exchange – to ensure the lens of evaluation is focused on all parties from member to leader to CEO. It examines whether organizations have made decisions to mandate or encourage teleworking formally and informally, making the possibility of participation available to the whole organization.

Table of Contents and List of Contributors

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Author(s)/Editor(s) Biography

Michael A. Brown earned his PhD in Public Administration and Urban Policy, International Business, from Old Dominion University (ODU) in 2011. He is teaching social media and communication online for Florida International University (FIU). He previously taught at ODU and the University of Maryland University College (UMUC). He created three courses for FIU, and all have been recognized by Quality Matters (QM). QM is a nationally recognized faculty peer review organization for online and hybrid course design, signaling the best offerings in education. He is currently the deputy director of Public Affairs for a joint military organization at Fort Eustis in Newport News, Va. This PR professional has more than 40 years of military and civilian experience combined, and is an Air Force retiree who served 24 years in uniform.