Leadership in Virtual Organizations: Influence on Workplace Engagement

Virtual Organizations as Sociotechnical Systems: Exploring How Organization Scientists and Virtual Organization Leaders Can Collaborate

This study investigates how transparency is practiced in workplace communication among employees in Malaysia. Guided by three dimensions of organizational transparency, disclosure, clarity, and accuracy and the Communication Climate Theory, this research explores how information is shared, understood, and validated in diverse organizational settings. Through qualitative interviews with 15 Malaysian employees across various industries, the study uncovers key themes that illustrate how transparency is perceived and experienced. Findings revealed that disclosure is facilitated through feedback and information platforms, with variations in practices such as complete, gradual, or biased information sharing. Clarity, or lucidity, was influenced by language use, generational and cultural differences, and communication modes, with preferences for clear, jargon-free language and face-to-face interactions. Accuracy was typically linked to adherence to organizational policies and reliance on experienced personnel. While employees valued transparent practices, they also acknowledged inconsistencies, particularly in hierarchical or top-down environments. These insights suggest that transparency, while highly valued, remains inconsistently applied due to organizational culture, communication strategies, and leadership models. The study contributes to a deeper understanding of how transparency affects employee trust, satisfaction, and workplace engagement in a Malaysian context and highlights the importance of cultivating open communication practices to enhance organizational health and effectiveness.

The Problem. This study investigated the frequency with which employees (N = 272) in a computer sciences company in the United States were the target of supervisor and coworker incivility as well as the link between this incivility and worker engagement. Participants completed a paper-and-pencil survey consisting of the Workplace Engagement Scale (Shuck) and modified versions of the Workplace Incivility Scale (Cortina, Magley, Williams, & Langhout). The Solution. Results indicated that 78% of the participants had experienced supervisor incivility and 81% had experienced coworker incivility during the past year. MANOVA analysis revealed that females had experienced more coworker incivility and males had experienced more supervisor incivility. Hierarchical regression analyses indicated that after controlling for gender and age, both incivility variables were negative predictors of safety and availability engagement. Specifically, coworker incivility more powerfully predicted safety engagement whereas supervisor incivility was more closely linked with availability engagement. Recommendations for HRD research and practice are discussed. The Stakeholders. Stakeholders include workplace supervisors/managers, HRD professionals, HR managers, organizational leaders, and employees.