Existing knowledge on remote working can be questioned in an extraordinary pandemic context. We conducted a mixed‐methods investigation to explore the challenges experienced by remote workers at this time, as well as what virtual work characteristics and individual differences affect these challenges. In Study 1, from semi‐structured interviews with Chinese employees working from home in the early days of the pandemic, we identified four key remote work challenges (work‐home interference, ineffective communication, procrastination, and loneliness), as well as four virtual work characteristics that affected the experience of these challenges (social support, job autonomy, monitoring, and workload) and one key individual difference factor (workers’ self‐discipline). In Study 2, using survey data from 522 employees working at home during the pandemic, we found that virtual work characteristics linked to worker's performance and well‐being via the experienced challenges. Specifically, social support was positively correlated with lower levels of all remote working challenges; job autonomy negatively related to loneliness; workload and monitoring both linked to higher work‐home interference; and workload additionally linked to lower procrastination. Self‐discipline was a significant moderator of several of these relationships. We discuss the implications of our research for the pandemic and beyond.

Drawing upon the person-environment fit theory, the present study focuses on the role of feedback-seeking in linking empowering leadership to task performance, taking charge, and voice. We tested the hypothesized model using data from a sample of 197 supervisor-subordinate dyads. Performing powerful methods of analysis (e.g., CFA, SEM, and bootstrapping), the results revealed that: (1) empowering leadership was positively associated with followers’ feedback-seeking; (2) employees’ feedback-seeking was positively correlated with task performance, taking charge, and voice; and (3) employees’ feedback-seeking mediated the positive relationships between empowering leadership and task performance, taking charge, and voice. We make conclusions by discussing the theoretical and practical implications of these findings, alongside a discussion of the present limitations and directions for future studies.

Drawing upon the conservation of resource (COR) theory, this study examines how workplace ostracism negatively affects task performance by reducing workers' physical strength and emotional energy; it also captures the moderating role of spousal support in the relationship between ostracism, physical strength, and emotional energy. Using matched data from 117 supervisors and 523 of their immediate employees, results indicated that workplace ostracism negatively related to physical strength and emotional energy, which, in turn, decreased task performance. Additionally, spousal support mitigated the harmful impact of workplace ostracism on individual emotional energy, whereas its buffering effect on physical strength was not significant. Theoretical and practical implications are discussed.