Better or worse? A dual-path model linking electronic performance monitoring to leadership effectiveness

Purpose This research explores the effect of role breadth self-efficacy and role ambiguity as mediating variables between electronic performance monitoring and leadership effectiveness by integrating the theory of substitutes for leadership and role theory. Additionally, it examines the moderating effect of benevolent leadership on the relationship between electronic performance monitoring and leadership effectiveness. Design/methodology/approach To address this gap in the literature and provide insights into the effects of electronic monitoring on leadership effectiveness, we develop a model illustrating the influence mechanism of electronic performance monitoring on leadership effectiveness by incorporating the theory of substitutes for leadership and role theory. Findings Employing a cross-lagged methodological approach, our study examined a sample of 412 team leaders and revealed that electronic performance monitoring indirectly influences leadership effectiveness through its impact on both role breadth self-efficacy and role ambiguity. Additionally, benevolent leadership moderates the relationships between electronic performance monitoring and role breadth self-efficacy/role ambiguity and moderates the relationship between electronic performance monitoring and leadership effectiveness by moderating the mediating effect of role breadth self-efficacy/role ambiguity. Originality/value In the context of a progressively digitalized work environment, there remains a deficiency in comprehension surrounding the impact of electronic performance monitoring on leadership effectiveness.