The Impact of E-Leadership Competencies on Workplace Well-Being and Job Performance: The Mediating Role of E-Work Self-Efficacy

Teleworking is a new business reality that entails adapting leadership styles to function effectively in a virtual environment. Technologically enabled leadership, or e-leadership, is promising for the telework norm. However, studies on e-leadership are in the early stages. Inspired by this need and drawing insight from social cognitive theory, this study explores the mediating role of e-work self-efficacy in the relationship between e-leadership competencies and workplace well-being and job performance. Data from 269 teleworkers worldwide were analyzed using partial least squares path modeling (PLS-PM). The findings show that e-worker self-efficacy partially mediates the relationship between e-leadership competencies and workplace well-being and fully mediates the relationship between e-leadership competencies and job performance. A teleworker-friendly business model can be achieved by equipping e-leaders with competencies that will enhance the employee's self-efficacy and performance. A discussion of the findings, contributions, limitations, and future directions is provided.

Automated summary

Teleworking is a new business reality that requires adapting leadership styles to function effectively in a virtual environment. This study examines the mediating role of e-work self-efficacy in the relationship between e-leadership competencies and workplace well-being and job performance. The findings show that e-worker self-efficacy partially mediates the relationship between e-leadership competencies and workplace well-being, and fully mediates the relationship between e-leadership competencies and job performance. The study suggests that equipping e-leaders with competencies that enhance employee self-efficacy and performance can create a teleworker-friendly business model.