Exploring Managerial Job Demands and Resources in Transition to Distance Management: A Qualitative Danish Case Study.

Area of Science:

• Management Studies
• Organizational Psychology
• Occupational Health

Background:

• The COVID-19 pandemic necessitated a global shift to remote work, compelling managers to adopt distance management strategies.
• Existing research indicates high job demands and insufficient guidance for managers during the pandemic, raising concerns about well-being.
• First-line managers, in particular, encounter complex and conflicting demands, potentially exacerbating challenges in remote work environments.

Purpose of the Study:

• To investigate first-line managers' perceptions of job demands and resources during the initial year of the COVID-19 pandemic.
• To analyze the implications of these perceptions on first-line managers' psychological well-being.
• To explore coping mechanisms employed by managers navigating the transition to distance management.

Main Methods:

• A qualitative, longitudinal empirical study employing the job demands-resources model.
• Conducted 49 semi-structured interviews with seven first-line managers from a Danish pharmaceutical company.
• Data collection spanned the first year of the COVID-19 pandemic (May 2020 - May 2021).

Main Results:

• First-line managers reported heightened emotional and practical job demands.
• Perceived organizational support was deemed outdated and superficial, despite initial appreciation.
• Managers utilized work engagement enablers, notably social support, to manage pandemic-related uncertainty and distance management challenges.

Conclusions:

• The transition to distance management during the pandemic intensified demands on first-line managers.
• Effective coping strategies, such as leveraging social support, were crucial for managerial well-being.
• Organizations must develop proactive strategies to support first-line managers during significant operational transitions.