ABSTRACT
This qualitative pragmatic study explores the strategies federal managers have used to manage telework productivity since the COVID-19 pandemic in March 2020. This qualitative study was selected because it focused on federal managers' real-world perspectives and experiences. This study sought to answer one research question: What strategies have federal managers implemented to effectively manage telework employee productivity since the COVID-19 pandemic? A triangulation of data sources was employed during the data collection phase, which included one-on-one semi-structured interviews with seven federal managers, field notes, and a review of federal telework policy. The population consisted of federal managers from specific occupational backgrounds (finance, human resources, and information technology) located in the United States and responsible for managing one or more federal employees since the pandemic. Thematic analysis was used to group similar patterns, categories, sub-themes, and themes. The e-leadership (electronic) and socio-technical systems (STS) theories framed the research. The results revealed telework management strategies, recommendations, and best practices to help other federal managers and improve federal telework programs. Federal employee productivity can be managed using telework as a management tool, but only implemented. Federal managers have a fiduciary supervisory responsibility to effectively manage employee productivity in a traditional (on-site) work environment or virtual (telework) environment according to federal telework policy. Keywords: e-leadership;electronic leadership;socio-technical systems;shock leadership;federal manager;telework;telecommuting;telework management;remote-work, virtual workplace;job satisfaction;information and communications technology (ICT). (PsycInfo Database Record (c) 2023 APA, all rights reserved)