Vertical development in the age of work-from-home

Abstract

Purpose This study explores the work practices of managers who increased working from home during the pandemic to determine what, if any, impact there was on the conditions for vertical leadership development. Design/methodology/approach The project utilized a survey approach. Each of the participants completed an anonymous online questionnaire using Google Forms. The questionnaire included four sections. The first section included informed consent and required participants to agree before completing the questionnaire. Participants provided general demographic information in the second section, including gender, age, race, job title, company size, average project team size and industry. The third section asked if there had been any change in their work location following the pandemic. The last section asked participants about their work practices. Findings This study demonstrates that managers continued to be engaged in vertical leadership development activities while working from home. It also suggests that managers faced challenges working from home following the COVID-19 pandemic, which were prime vertical leadership development opportunities. Originality/value To capitalize on these opportunities, organizations can more intentionally support the development of their remote staff.

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