Date of Conferral
2022
Degree
Ph.D.
School
Management
Advisor
Branford McAllister
Abstract
Federal employees are not working remotely as frequently as they could be even though it benefits them and the organization. The purpose of this qualitative phenomenology study was to explore the lived experiences of leaders as to whether they adopt remote working. The research was focused on the lived experiences of leaders related to their decision to adopt or not adopt remote working for employees in their organization. The conceptual framework for this study was derived from the work of Hersey and Blanchard’s situational leadership model and Errichiello and Pianese’s organizational control model. Data were collected through semistructured interviews with 15 managers at a federal department in the Washington, D.C., area who have the authority to implement remote work. Data analysis was performed by coding key quotes from the transcripts into categories and then themes. The key results indicated that team disconnect, work–life balance, and implementation of remote work influence a manager’s perceptions on remote work. All managers in the study expressed that the benefits outweigh their past experiences or personal feelings; therefore, they implement remote work. The lived experiences of managers may offer information to address personal feelings or uncertainties on remote work. Managerial training could provide insights to the benefits of remote work and tactics to overcome uncertainties. These insights may lead to positive social change by encouraging managers to consider the full range of issues before deciding on remote work; empowering organizations to standardize policies for remote work; and enabling more workers to work remotely.
Recommended Citation
DeFeo, Valerie, "Federal Managers’ Perceptions on the Implementation of Remote Work for Employees" (2022). Walden Dissertations and Doctoral Studies. 13302.
https://scholarworks.waldenu.edu/dissertations/13302
