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Costa, Juliana, Martinez, L.M. & Ramos, F.R. (2021). Transformational leadership and self-leadership as well-being potentiators in the teleworking context. 5th Theory and Applications in the Knowledge Economy (TAKE).

J. Costa et al.,  "Transformational leadership and self-leadership as well-being potentiators in the teleworking context", in 5th Theory and Applications in the Knowledge Economy (TAKE), (Online), 2021

@misc{costa2021_1730118420098,
	author = "Costa, Juliana and Martinez, L.M. and Ramos, F.R.",
	title = "Transformational leadership and self-leadership as well-being potentiators in the teleworking context",
	year = "2021",
	howpublished = "Digital",
	url = "https://take-conference2021.com/"
}

TY  - CPAPER
TI  - Transformational leadership and self-leadership as well-being potentiators in the teleworking context
T2  - 5th Theory and Applications in the Knowledge Economy (TAKE)
AU  - Costa, Juliana
AU  - Martinez, L.M.
AU  - Ramos, F.R.
PY  - 2021
CY  - (Online)
UR  - https://take-conference2021.com/
AB  - The profile of the transformational leader encourages employees to seek innovative behavior, stimulating their ability to create, introduce and realize new ideas in their daily lives, in order to proactively deal with their workload (Prabowo et al., 2018). On the other hand, self-leadership is associated with the ability to manage their own behaviors and develop self-motivation to do so (Abid et al., 2021), which is supposedly relevant for teleworkers who need to lead themselves (Mueller & Niessen, 2018).
We sought to explore if the transformational leadership profile affects the employee self-leadership profile. Moreover, from the managerial perspective, we intend to investigate if these characteristics can be beneficial so that the worker can better deal with the challenges imposed by telework and achieve greater satisfaction and well-being.
One hundred and eighty participants (telecommuting workers) answered an online questionnaire to assess their employer leadership profile, their own self-leadership profile, and their self-well-being level. Three validated scales were applied: (i) an adapted scale that assesses the dimensions of transformational leadership in the perception of its followers, developed by Rafferty and Griffin (2004) based on the measures developed by House (1998) and Podsakoff et al. (1990), (ii) The Revised Self-leadership Questionnaire (RSLQ), developed by Houghton and Neck (2002), and (iii) Short Form 10-item Daniels Five Factor Measure of Affective Well-being (D-FAW), originally developed by Daniels (2000) and adapted to a reduced form by Russell and Daniels (2018). Results are currently being analyzed.
This research contributes to the development of human resource management and internal marketing as the satisfaction of employees - considered internal customers of the company - is channeled towards the satisfaction of external customers, which is considered a competitive advantage in a highly globalized environment (Andrew et al., 2020). Managers and marketers may incorporate the results of our findings to improve the employees’ well-being and to assertively manage human resources in terms of leadership profiles.  
ER  -