Table 3. Health and social care leaders’... | Emerald Publishing

Table 3.

Health and social care leaders’ and employees’ perceptions of remote leadership

Statement	Agree		Neutral		Disagree
Statement	n	%	n	%	n	%
The importance of management has increased with the increased prevalence of remote leadership (n = 209)	142	68	42	20	25	12
I feel that remote leadership has not weakened my opportunities to be in contact with my manager (n = 198)	107	54	51	26	40	20
The spread of digitization burdens me as an employee (n = 212)	93	44	36	17	83	39
Physical distance has weakened the trust between my manager and I (n = 201)	46	23	64	32	91	45
The spread of digital communication tools has weakened interactions between my manager and I (n = 207)	48	23	53	26	106	51
Remote leadership has had a positive effect on the working atmosphere (n = 199)	42	21	97	49	60	30
I do feel uncertain about the continuation of my employment as remote leadership increases (n = 182)	21	12	41	22	120	66

Statement	Agree		Neutral		Disagree
Statement	n	%	n	%	n	%
The importance of management has increased with the increased prevalence of remote leadership (n = 209)	142	68	42	20	25	12
I feel that remote leadership has not weakened my opportunities to be in contact with my manager (n = 198)	107	54	51	26	40	20
The spread of digitization burdens me as an employee (n = 212)	93	44	36	17	83	39
Physical distance has weakened the trust between my manager and I (n = 201)	46	23	64	32	91	45
The spread of digital communication tools has weakened interactions between my manager and I (n = 207)	48	23	53	26	106	51
Remote leadership has had a positive effect on the working atmosphere (n = 199)	42	21	97	49	60	30
I do feel uncertain about the continuation of my employment as remote leadership increases (n = 182)	21	12	41	22	120	66

Source: Derived from analysis of the data