dc.contributor.author | Soga, L | |
dc.contributor.author | Bolade-Ogunfodun, Y | |
dc.contributor.author | Islam, N | |
dc.contributor.author | Amankwah-Amoah, J | |
dc.date.accessioned | 2022-06-21T09:27:19Z | |
dc.date.issued | 2022-06-20 | |
dc.date.updated | 2022-06-21T08:50:03Z | |
dc.description.abstract | Traditionally, hierarchies have helped formalize the power structures embedded in different
roles within an organization. In a virtual context, the formal hierarchical structure is often less
visible than it is in face-to-face environments. In the absence of physical markers of rank and
hierarchy, such as office locations, parking spaces, desk labels, badges worn, and so on,
managers need to rely on other bases of power to continue to influence and manage employees
in technology-mediated settings.
Although studies have examined virtual work practices through video-based applications like
Zoom and Microsoft Teams, less attention has been paid to text-based platforms such as Slack,
Huddle, Ryver, and Flock, among others. Forecasts predict that the market for these
collaborative platforms will reach $50.7 billion by 2025. As a result, manager-employee
interactions over such platforms are expected to become even more prevalent.
We conducted a conceptual study to establish the nature of team relationships in a virtual
setting. To empirically ground our findings in how manager-employee relationships are
sustained, we analyzed interviews with 64 managers as well as the interactions of nearly 1,200
members of a Fortune 500 multinational firm on the Google+ for Business platform.
We found that relational needs play a key role in sustaining manager-employee relationships
in virtual environments. The term relational needs refers to the drivers of social exchange
between managers and employees. These drivers may include information, task-specific
resources, recognition, leadership, and many other factors. Meeting these needs between
managers and employees is not necessarily dependent on hierarchical power. Our research
revealed that to be successful in the new world of work, managers cannot depend only on
hierarchical position as the basis for providing leadership. They must also recognize the role
of relational power in hybrid work. | en_GB |
dc.identifier.citation | Published online 20 June 2022 | en_GB |
dc.identifier.uri | http://hdl.handle.net/10871/129999 | |
dc.identifier | ORCID: 0000-0003-0515-1134 (Islam, Nazrul) | |
dc.language.iso | en_US | en_GB |
dc.publisher | Massachusetts Institute of Technology | en_GB |
dc.relation.url | https://sloanreview.mit.edu/article/relational-power-is-the-new-currency-of-hybrid-work/ | |
dc.subject | Leadership | en_GB |
dc.subject | Workplace, Teams, & Culture | en_GB |
dc.subject | Organizational Structure | en_GB |
dc.subject | Remote Work | en_GB |
dc.title | Relational power is the new currency of hybrid work | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2022-06-21T09:27:19Z | |
dc.identifier.issn | 0019-848X | |
dc.description | This is the author accepted manuscript. The final version is available from Massachusetts Institute of Technology via the link in this record | en_GB |
dc.identifier.journal | MIT Sloan Management Review | en_GB |
dc.relation.ispartof | MIT Sloan Management Review | |
dc.rights.uri | http://www.rioxx.net/licenses/all-rights-reserved | en_GB |
dcterms.dateAccepted | 2022-05-21 | |
rioxxterms.version | AM | en_GB |
rioxxterms.licenseref.startdate | 2022-06-20 | |
rioxxterms.type | Journal Article/Review | en_GB |
refterms.dateFCD | 2022-06-21T08:50:08Z | |
refterms.versionFCD | AM | |
refterms.dateFOA | 2022-06-27T08:55:42Z | |
refterms.panel | C | en_GB |
refterms.dateFirstOnline | 2022-06-20 | |