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E-leadership: Re-examining transformations in leadership source and transmission
... E-leadership has evolved from a mere theoretical underpinning to a practical skill in the 21st century. Drawing on the contributions of Avolio et al. [12,18], they outline the somewhat nuanced view that studying the interactions between technology and leadership requires contextual consideration as "context is a crucial characteristic of e-leadership". The authors postulate that leadership studies must focus on understanding the contextual embedment created by technology in leadership in so-called e-leadership. ...
... Accordingly, they conclude that e-leadership is a social impact construct entrenched in the intrinsic and extrinsic contexts facilitated by advanced information technology. It can elicit different performances, behaviors, thoughts, feelings, and attitudes in organizations, teams, and individuals [12]. ...
... Regarding the current study, e-leadership is transmitted by cognitions, traits, affects, and behaviors related to leaders and followers [12]. E-leader competencies include e-communication, e-social, e-team, e-change, e-tech, and e-trust [19]. ...
Teleworking is a new business reality that entails adapting leadership styles to function effectively in a virtual environment. Technologically enabled leadership, or e-leadership, is promising for the telework norm. However, studies on e-leadership are in the early stages. Inspired by this need and drawing insight from social cognitive theory, this study explores the mediating role of e-work self-efficacy in the relationship between e-leadership competencies and workplace well-being and job performance. Data from 269 teleworkers worldwide were analyzed using partial least squares path modeling (PLS-PM). The findings show that e-worker self-efficacy partially mediates the relationship between e-leadership competencies and workplace well-being and fully mediates the relationship between e-leadership competencies and job performance. A teleworker-friendly business model can be achieved by equipping e-leaders with competencies that will enhance employee self-efficacy and performance. A discussion of the findings, contributions, limitations, and future directions is provided.
... " This conceptualisation issue can especially be reasoned with the different contexts and disciplines the phenomenon is studied (Franco, 2020) resulting in issues such as definitional fuzziness (Eberl and Drews, 2021). The lacking differentiation between e-leadership (Avolio et al., 2000(Avolio et al., , 2014 and digital leadership (El Sawy et al., 2016) denotes a relevant indicator for the "fuzziness issue. " In this sense, compared to e-leadership, which is grounded in Adaptive Structuration Theory (Avolio et al., 2000), current literature on digital leadership lacks a common theoretical foundation. ...
... Most definitions from IS and management research mention the goal of a successful digital transformation by focusing on adjusted or new mindsets, competencies, skills, and behaviours of leaders. Interestingly, the oldest description of DL (Fisk, 2002), which is related to the Upper Echelons Theory (Hambrick and Mason, 1984;Erhan et al., 2022), developed independently of e-leadership (Avolio et al., 2000(Avolio et al., , 2014 pointing to their conceptual segregation. Further, only two definitions (El Sawy et al., 2016;Eberl and Drews, 2021) explicitly take different organisational levels into consideration to achieve strategic change in DT contexts. ...
... Among others, this can be attributed to the lacking people dimension which negatively affects business performance (Kotter, 2009;Deloitte, 2017;Davenport and Westerman, 2018). The present study follows emergent calls from academia to explore the leadership side of digitally transforming organisations (Avolio et al., 2014;Soto Setzke et al., 2021), whereas the service innovation context (Johne and Storey, 1998;Salunke et al., 2019;Gustafsson et al., 2020) represents an attractive opportunity to operationalise the analysis of DL-related capabilities. By answering how DL-related capabilities influence the management of technology-driven change over leveraging service innovations, this study especially extends the current knowledge in the DL research community and is also relevant in practical outlets. ...
Introduction
In this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations.
Methods
Drawing on mid- and top-level mangers’ experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the “organisational muscle” to repeatedly deliver service innovations indicating an effective management of technology-driven change.
Results and Discussion
Taxonomy results show that aggregated dimensions in terms of a digital leader’s personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL’s “long arm” on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.
... Prior studies identified 'e-leadership' as an adapted form of leadership involving advanced information technology [16,17,20,22,23,62,94,121,16] and marked out some key features of this field. Building on these studies, researchers such as Klus and Müller [77] argue that 'e-leadership' and 'digital leadership' are synonymous, while others omit to identify any distinction [116]. ...
... ``a social influence process embedded in both proximal and distal contexts mediated by AIT (Advanced Information Technology) that can produce a change in attitudes, feelings, thinking, behaviour and performance'' [23]. ...
... They argue that the blended nature of work needs to be recognised. They also note that Avolio et al. [23] definition is highly abstract, suggesting a more concrete definition: ...
Digital leadership in higher education is a sub-field of research that rapidly evolved from e-leadership studies. The practice of effective digital leadership in higher education is urgently needed to keep up with changing demands and opportunities. Yet limited knowledge exists of how it is defined, how it operates and relates to institutional leadership, including both administration and teaching. An updated review of prior empirical studies is overdue, given system-wide digitalization. This article systematically reviews empirical studies on digital leadership in higher education between 1999-2022, its value, focus and the research methods involved. The review combined descriptive synthesis and textual narrative synthesis, applying a data-based convergent synthesis design adhering to PRISMA and ENTREQ reporting guidelines. From 231 records, 36 studies remained following application of exclusion criteria. Research has increased, but is still limited in theory, maturity, and evidence. Definitions and theories of digital leadership are varied in scope and how far they are considered in the reviewed studies. Functional rather than critical perspectives predominate. The quality of most research is low, lacking rigour in research questions and methods, rendering findings inconclusive. The review recommends a digital leadership research maturity framework and further research on theoretical definitions and digitalization to address gaps in the literature identified in the review.
... Scholars are also investigating e-Leadership in a more controlled setting. The results of the study of Avolio and Kahai [3] found controlled experiments on e-Leadership showed that participatory leadership models are more appropriate and suitable for generating solutions to organizational problems, both unstructured and semi-structured problems, while directive leadership is more appropriate and suitable for structured problems [34,35]. The study of Avolio and Kahai [3] also noted that the features of groupware systems used as a medium in communication can replace organizational leadership. ...
... As with traditional transformational leadership, e-Leadership can also inspire followers [39,40]. Therefore, e-Leaders for this purpose can use media such as e-mails to communicate the organization's attractive vision and mission, a sense of excitement about new efforts and breakthroughs, or pride in achieving organizational performance targets [35]. ...
... Virtual leadership [or remote leadership or e-leadership (Avolio et al., 2014)] has to adapt to new framework conditions in a digitalized, globalized and highly flexible working environment in which team members interact via digital ICTs and leaders manage their teams across spatial distance, either within time zones or across different time zones (Lilian, 2014). Van Wart et al. (2019) add that leaders should effectively use ICTs by "(1) using ICTs when they are advantageous for various reasons, (2) using the best and most appropriate ICTs available relative to value of various resources, (3) using physically present communication channels when most appropriate, and (4) using ICTs with competence" (Van Wart et al., 2019, p. 83). ...
... This definition involves more than the absence of mental illness [meaning conditions that affect cognition, emotion, and behavior, e.g., depression (Manderscheid et al., 2010)] and constitutes an integral part of a person's health (World Health Organization, 2018). Compared to the significant body of research available on the influence of face-to-face leadership on employees' mental health and job satisfaction, there is still a great need for research on virtual leadership (Avolio et al., 2014;Staar et al., 2019). As virtual collaboration and use of digital ICTs may create psychological stress factors (e.g., acceleration, interruptions or information density) and thereby may have a negative impact on the mental health and job satisfaction of employees (Mache and Harth, 2019), it currently remains unclear which function leaders may have in this context. ...
Background
The significant increase of digital collaboration, driven by the current COVID-19 pandemic, is resulting in changes in working conditions and associated changes in the stress-strain perception of employees. Due to the evident leadership influence on employees' health and well-being in traditional work settings, there is a need to investigate leadership in virtual remote work contexts as well. The objective of this scoping review was to assess the extent and type of evidence concerning virtual leadership in relation to employees' mental health, job satisfaction and perceptions of isolation.
Method
A search was undertaken in five databases, PubMed, Cochrane Library, PsycINFO, PSYNDEX and Web of Science, as well as reference lists of included articles on 9th February 2021 and an update on 28th September 2021. The search strategy was limited to English, German and French language, peer reviewed journal articles published from January 2000 onwards. This scoping review was conducted in accordance with the JBI methodology for scoping reviews. The methodological quality of the included studies was assessed using the JBI critical appraisal tools. A narrative synthesis was conducted.
Results
Nineteen studies met the eligibility criteria for this review. Overarching review findings suggested a positive link between virtual leadership and well-being, job satisfaction, and a negative link to psychological strain, stress and perceptions of isolation of digitally collaborating employees.
Conclusions
By mapping the available evidence on virtual leadership in relation to health and work-related employee outcomes, the review identified many research gaps in terms of content and methodology. Due to limited data, causal relationships were not derived. Future research is needed to examine the complex cause-and-effect relationships of virtual leadership in more detail.
... Bannister and Connolly, 2011;Meijer, 2015), whilst further elucidating on e-leadership (e.g. Avolio et al., 2014;Jawadi et al., 2013;Kahai et al., 2017;Wilson et al., 2006). Notwithstanding the considerable interest, there is an observable scarcity of studies placing sole emphasis on e-leadership in the public sector, with the topic predominantly addressed in general terms. ...
... It has been argued that the main distinction between leadership and e-leadership lies in the context (Avolio et al., 2014, Van Wart et al., 2019 whereby work is mediated by information technology. E-leadership refers to the process of conducting leadership tasks and activities through electronic channels and ICT-mediated communication. ...
The digitalisation of the public sector was already an emerging trend prior to the COVID-19 pandemic. However, the use of Information and Communication Technology (ICT) tools in municipal administrative settings was gaining traction in limited fields, with the digital preparedness of employees yet to be fully established. As already argued within academic debates, digitalisation leads to the emergence of e-leadership. As such, in order to evaluate the dynamics in operation, this study focuses on local municipalities in Estonia, Latvia, Lithuania and Germany, analysing the pre-pandemic practices. Moreover, it examines the challenges to public servants brought about by
the adoption of ICT tools. As a pilot study, proposing further avenues for future research to explore, it expands the theoretical understanding of how digitalisa-
tion fosters e-leadership in local administration. The qualitative analysis relies upon interviews with managers and employees within local municipalities. The results suggest that even in the pre-pandemic period, an overall positive attitude towards digitalisation and e-leadership had already been established. However, the findings demonstrate that there are emerging challenges stemming from the process. More often than not, they are associated with the need for suitable training, difficulties in establishing an appropriate work-life balance, and disparities between the traditional organisational culture and digitalisation.
... Esta definição foi revista alguns anos mais tarde dando-se maior destaque para o papel das TICs. Assim, a e-liderança passou a ser definida como um processo de influência social incorporado em contextos proximais e distais mediada pelas TICs, que pode produzir mudança nas atitudes, nos sentimentos, no pensamento, no comportamento e em performance (Avolio, Sosik, Kahai, & Baker, 2014). ...
O objetivo do presente artigo é mapear os métodos quantitativos aplicados em pesquisas sobre e-liderança. A amostra é composta por 15 artigos, publicados entre 2009 e 2019 em periódicos internacionais com classificação 4*, 4 e 3 no ranking da British Association of Business Schools (ABS). O estudo descritivo foi realizado por meio de uma pesquisa bibliográfica com abordagem quantitativa. Os resultados demonstram que a maioria das publicações na temática utiliza as técnicas de modelagem linear hierárquica, análise fatorial confirmatória e demais técnicas de estatística descritiva. Para validar os instrumentos de pesquisa, o alfa de Cronbach é a ferramenta de análise de confiabilidade mais empregada. As duas variáveis mais analisadas foram o desempenho e a dispersão geográfica das equipes virtuais. A pesquisa permitiu ampliar a compreensão sobre o uso de métodos quantitativos em pesquisas sobre e-liderança e indicar alguns direcionamentos que podem ser úteis em futuros estudos no campo.
... The modern interpretation of digitalization suggests a discrete system conversion and integration process that uses binary data (with a minimum of two characters of 0 and/or 1) converted from analog into digital [5]. The process starts with streaming analog data, which are continuous and stepless, that are ultimately converted into digital (discrete information streams) data, with the information content being unaltered [12,13]. The current flow is also specific to processes and workflow situations. ...
Teaching and learning processes should be subject to continuous change due to the constant evolution of social, educational and technological environments, which ultimately results in higher levels of student engagement. The current paper describes the technological changes faced by higher education institutions as a result of digital transformation challenges. Further, transformational and transactional leadership styles’ effectiveness is regarded within the context of higher education institutions’ digital enhancements. Over time, these factors have led to contextual shifts that have disengaged students from learning and thus self-development. The current research aimed to examine how higher education institutions should apply different leadership styles within digitally transformed contexts so as to increase students’ learning engagement and reduce the risk of failure in their future developments within (inter)national labor markets. Data gathering and analysis involved a qualitative approach: an online survey was distributed, resulting in 856 responses. Through structural equation modeling, the data revealed a valid higher education digital transformation assessment tool; the results also emphasize the increased role of transactional leadership, as opposed to the traditional transformational style, within a highly digitized higher education institutional framework. Consequently, the linear relationship of students’ work engagement with leadership proved to also be enhanced by quadratic effects. The current study stresses the importance of internal and external peers in higher education performance through high levels of student learning (work) engagement through leadership and a uniformly developed digitally transformed higher education environment.
... El liderazgo tradicional ha tenido que transformarse en un e-Leadership pues tanto líderes como seguidores tienen que adaptarse y aprender rápidamente a comunicarse con sus equipos de trabajo, no cara a cara, sino a través de una comunicación mediada por diferentes elementos electrónicos, desde laptops, teléfonos móviles, tabletas u otros elementos y desde cualquier parte del mundo (Avolio et al., 2014). ...
El capital psicológico se define como un estado de desarrollo psicológico
positivo del ser humano. Este capítulo aborda el debate sobre la capacidad
del capital psicológico como estado o como rasgo; las implicaciones de ser conceptualizado como constructo de segundo orden; las principales teorías de sustento del capital psicológico: la Teoría de la conservación de recursos (TCR), la Teoría de ampliación y construcción y la Teoría del contagio emocional.
La segunda parte del capítulo trata sobre cada uno de los cuatro componentes del capital psicológico: esperanza, optimismo, resiliencia y autoeficacia. De cada uno se presenta: su definición, las principales teorías explicativas y las relaciones con variables del comportamiento organizacional.
... E-leaders must be physically and psychologically close to their staff in mitigating the undesirable effects of physical and psychological distance (Stokols et al., 2009). E-leaders must establish trust in their relationships to facilitate the interchange of ideas; they must also facilitate an information stream and produce innovative results (Avolio et al., 2014). Darics (2017) emphasized that management and leadership functions are integrated with a teleworking situation. ...
PURPOSE: This study investigates how perceived e-leadership and the teleworking output are linked to employee adaptive performance. Further, it seeks to comprehend whether a sense of purpose and organizational commitment have a mediating role. This study proposes a new research model that is empirically tested to predict employee adaptive performance, especially during remote working due to the COVID-19 pandemic. METHODOLOGY: A quantitative survey was conducted in August 2021. Respondents were obtained from 271 teleworkers employed in a reputable private company operating in the financial industry in Indonesia. The data was collected by a questionnaire using a Likert-type scale and then analyzed using PLS-SEM. FINDINGS: Three antecedents are proven to affect employee adaptive performance directly: organizational commitment, followed by teleworking output, and a sense of purpose. Perceived e-leadership affects employee adaptive performance indirectly, and it is mediated through teleworking output, organizational commitment, and sense of purpose. IMPLICATIONS: This insight suggests that management must take care of intrinsic motivation to get the employees performing in the organization. These constructs will play significant roles and, therefore, should be well-planned, well-executed, and seriously measured to strengthen employee adaptive performance in an organization. The research model result shows moderate predictive accuracy strength with medium predictive relevance on employee adaptive performance, giving opportunities to re-use and extend the research model and explore other constructs. Based on the findings, management needs to focus on trust in employees, team motivation, and employee-experience management activities to keep the employees engaged. ORIGINALITY AND VALUE: This is one of the first studies to deploy intrinsic motivation as an antecedent of employee adaptive performance, together with the perceived e-leadership and teleworking output. Corporations will be able to focus on some key areas that are proven to impact employee adaptive performance positively.
... For the definition of skills needed to manage digital transformation, we briefly discuss the theoretical construct of "digital leadership," encompassing both leading the digital transformation and the organization in a digital environment (Klein, 2020). The term digital leadership describes leaders taking the right actions to manage digitalization of organizations (El Sawy et al., 2016) and involves leader qualities that positively influence the attitudes and behaviors of organizational members who are affected by digital technologies (Avolio et al., 2014), including specific competencies within strategic management and technology management. According to prior studies examining digital leadership (Kiron et al., 2016;Kane et al., 2019;Philip and Aguilar, 2021), leaders must be aware of recent technological developments; decide which of them represents threats or opportunities; manage their impact on products, services and the internal organization; and simultaneously lead employees in time of uncertainty. ...
Purpose
Business leaders are facing a change of role as digitalization continues to intensify in organizations. As technological change is bringing back supposedly old virtues of leadership, this study aims to explain the impact digital transformation has on leadership due to organizational size.
Design/methodology/approach
Cross-border study with experts from multinational enterprises (MNEs) in Austria and small and medium companies (SMEs) in Italy.
Findings
With increasing digitalization, leadership is becoming more important. In times of social distance, it is essential that leaders actively foster the management of relationships with their employees, manage social processes in their teams and shape change processes. This requires a bundle of skills consisting of effective leadership skills, strong change management skills and conceptual digitization skills.
Practical implications
Digital transformation is not mainly about implementing new technologies; it is about developing an appropriate strategy in which people are key. Organizations regardless of size need to recognize that digital transformation requires not less, but even more active shaping of the relationships between leaders and their team members. Consequently, they need active leaders who drive, communicate and implement technological change. As leadership and change require time, resources and, above all, attention, executive selection and qualification are critical for the broad integration of digitalization ideas into an organization.
Originality/value
People, not technology, drive digital transformation, and organizations require leaders, not necessarily technological specialists, to manage the complex changes that comprise an organization’s digital transformation. Technical and methodological skills can be substituted with the use of new technologies, but leaders’ interactional, social, strategic and conceptual skills are gaining in importance.
... Dijital liderlikle yakın ilişkili kavramlardan biri olarak e-liderlik ise; tutumlarda, duygularda, düşüncede, davranışta ve performansta bir değişiklik üretebilen gelişmiş bilgi teknolojisinin aracılık ettiği hem yakın hem de uzak bağlamlarda gömülü bir sosyal etki süreci olarak tanımlanmaktadır (Avolio, Sosik, Kahai, & Baker, 2014, aktaran Arnold & Sangra, 2018. Van Wart, Roman, Wang ve Liu'nun (2017, s.529) tanımına göre e-liderlik, hem kişisel hem de organizasyonel amaçlar için bilgi iletişim teknolojilerini etkili şekilde seçme ve kullanma yeteneği olarak tanımlanmaktadır (Arnold & Sangra, 2018, s.22). ...
... El liderazgo tradicional ha tenido que transformarse en un e-Leadership pues tanto líderes como seguidores tienen que adaptarse y aprender rápidamente a comunicarse con sus equipos de trabajo, no cara a cara, sino a través de una comunicación mediada por diferentes elementos electrónicos, desde laptops, teléfonos móviles, tabletas u otros elementos y desde cualquier parte del mundo (Avolio et al., 2014). ...
El compromiso organizacional ha sido estudiado en profundidad en las últimas
décadas. El teletrabajo, aunque existe como actividad hace varias décadas, como
fenómeno en el mundo del trabajo había sido poco estudiado desde la psicología
organizacional y del trabajo antes de la pandemia de la COVID-19. La comprensión
de ambos fenómenos es importante para desarrollar metodologías, modelos,
conceptos, repertorios de comprensión, explicación e intervención pertinentes
y actualizados que reconozcan a los trabajadores en las organizaciones (Rentería
y Malvezzi, 2018; Rentería, 2019), y también en el mundo de la vida cotidiana.
En la Edad Antigua el trabajo estaba ligado a la subsistencia y era realizado
frecuentemente por esclavos (Blanch, 2003). Se trataba, como lo afirman Baiocchi
y Magalhães (2004), Leite et al. (2010) y Stecca et al. (2016) de un trabajador en
442 Psicología de las organizaciones y del trabajo. Apuestas de investigación III
condiciones deshumanizadas. En la Edad Media, aunque se seguían presentando
relaciones de trabajo esclavo, surgió también el trabajo de personas libres bajo
la figura del locatio conductio operarum, es decir, de las especificaciones para el
pago de lo que –anacrónicamente– se podría llamar pago de mano de obra.
Es a partir de la edad moderna –como configuración epocal obra del mismo
pensamiento humano– que el compromiso organizacional y el teletrabajo pueden
ser entendidos como fenómenos en el mundo del trabajo. Con la Revolución
Industrial, acontecida a mediados del siglo XVIII en el reino de Gran Bretaña,
se dio paso a una lógica distinta a la que se tenía en el mundo social, tecnológico,
político y económico. El mundo del trabajo cambió respecto a la cantidad de
objetos fabricados (ampliación de bienes), disminución en el tiempo de producción
(industrialización) y a la existencia de un trabajador en un lugar específico llamado
fábrica (control de producción). En este tiempo, para Leite et al. (2010), en la época
de las teorías clásicas de la administración (1900-1930) surgieron nombres que
marcaron la historia organizacional. En la línea de producción en serie de Henry
Ford, el compromiso del trabajador y su posibilidad de producir fuera de dicha
línea, fueron preocupaciones inexistentes, se hablaba entonces de la alienación
en virtud de la repetición de movimientos en un contexto de mano de obra física.
Desde el modelo de la administración científica, traída por Frederick Taylor
(2003), se trajo a la producción fabril la investigación científica. Se consideraba
a los trabajadores como piezas de un mecanismo, ellos habían de hacer el
trabajo adecuado, de la manera adecuada y en el momento oportuno. Para
lograrlo, se incluyeron en la producción dinámicas como formación, enseñanza,
perfeccionamiento del trabajador, y lo que Barnard (1938) llamó cooperación,
para cumplir con sus deberes y responsabilidades. Más tarde, Henry Fayol (2003)
trajo para las teorías de la administración las actividades de planear, organizar,
comandar, coordinar y controlar. Basado en la idea de división del trabajo de
Adam Smith (1983), reforzó los principios de la autoridad, disciplina, unidad de
comando, unidad de dirección, subordinación de los intereses personales a los
intereses de la organización, remuneración, centralización, cadenas de autoridad,
orden, equidad, estabilidad de personal, iniciativa y espíritu de grupo. Según Leite
et al. (2010), de modo implícito, el compromiso organizacional fue desarrollado
en la remuneración de personal, la iniciativa, la unión del personal, el orden y la
equidad. Al respecto de ello, es necesario complementar expresando que estas
dinámicas estaban alrededor de la rentabilidad y permanencia del trabajador en
la empresa, y no del bienestar del trabajo necesariamente. Estas condiciones evidencian surgimiento y contribuciones al estudio del compromiso organizacional, germinadas en un contexto de personas en una producción controlada temporal y espacialmente, en una realidad de control del cuerpo del trabajador, de su comportamiento en jornadas laborales. Ese contexto hizo que con las leyes laborales y la creación de organizaciones internacionales –como la Organización Internacional del trabajo (OIT) en la segunda década del siglo XX– se estructuraran y regularan las relaciones de trabajo, el individuo pasó a tener una jornada de trabajo definida, salario, clara distinción entre tiempo de trabajo-tiempo de ocio, seguridad social, entre otros beneficios y condiciones (OIT, 2016).
La posindustrialización, o la sociedad posindustrial (Tourine, 1969), muestra
unas formas de producción diferentes a las ya mencionadas. Se caracteriza por
una producción en la que los servicios ingresan a ser parte de la producción
en una lectura que contempla un proceso en el que, mayoritariamente, la
información es la que guía la dinámica de producción. Se trata de un momento
en el que la automatización y la digitalización caracterizan el trabajo. Baiocchi y
Magalhães (2004) señalaron que en los años sesenta los cambios en el escenario
económico estuvieron basados en los avances de las tecnologías de la información
y la comunicación. Nilles (2012) refirió que los avances en cibernética fueron
también actuantes principales en la dinámica de este tipo de sociedad. En ese
tiempo surge de manera prototípica el teletrabajo, y sus antecesores comenzaron
con el telégrafo, telegrama, etc.
Se caracteriza un trabajo que ahora puede no realizarse en la fábrica. Esa
espacialidad se modificó, y ahora el trabajo puede realizarse en espacios como la
casa del trabajador, o cualquier lugar que quede a distancia del centro de trabajo
tradicional. La existencia de internet, como soporte de dicha actividad, hace que
la información sea la materia prima, y que se transforme en un lugar que ya no
es la industria. También permite hacer la pregunta que vertebra esta reflexión
¿cómo se presenta el compromiso organizacional desde el teletrabajo? La pregunta
se comprende en el entendido que el teletrabajo es una forma de organizar el
trabajo desde la sociedad posindustrial.
... leadership, culture), will affect changes in other parts, like technical (e.g. technology), as well as their interaction over time (Avolio et al., 2014). With this, digitalizing an organization requires a leader who acknowledges digital transformation as the fundamental, strategic paradigm shift while instilling a culture that supports the change while enabling the organization's overarching strategy (Hemerling et al., 2018). ...
SHORT ABSTRACT: Digital transformations within organizations are helping such organizations to deliver services efficiently and at higher speed. Digital transformation requires a leader who can initiate the process, manage the process and even mobile resources to accomplish the process. Thus, this research studied the characteristics of digital leadership necessary to lead the digital transformation process within an organization. ABSTRACT: In the current era, digital technology has been among the competitive criteria for most organizations. Organizations have digitally transformed their services with the intention of imrpoving service delivery and improve efficiency and even boost revenue. Such transformation requires a digital leader who can champion such digital transformation. A digital leader is expected to initiate the digital transformation process, manage the process and even mobilize funds for such process. Thus, a digital leader must have some characteristics and behaviors that can enable him to achieve the goal of digital transformation. This research specifically studied the characteristics of digital leadership and based on Exploratory Factor Analysis identified related characteristics (i.e. factors) that were grouped into roles. The EFA of 23 items produced 7 factors while all 23 items loaded successfully. 4 factors and 13 items were included into the Confirmatory Factor Analysis which provided better fit for the sample data. The validity check showed the the digital leadership construct somehow converges and the 4 factors were different from one another. The study findings can be used by organization management while searching or promoting digital leaders, also they can be used in setting criteria and guidelines for getting leaders. Further research is recommended by incorporating more attributes and large sample size and if possible to consider cultural aspect.
... Communication, according to AST, is at the heart of this theory, and it is via communication that structure emerges. Communication can also reveal organizational flaws, contributing to team improvement [36]. ...
As a form of adjustment to operational drawbacks set off by the Covid-19 pandemic, Head Teachers or department leaders in Philippine secondary schools resumed work in a hybrid setting. This study delved into the leaders’ experience reporting on-site and supervising remote teams. The researchers gathered qualitative data and explored it through thematic analysis. As a result, three significant themes emerged, which helped the researchers conclude that the condition influenced the virtual and personal relations of the school leaders. It was also apparent that the circumstances called for the necessary reskilling and upskilling of middle managers, and adaptive measures in leadership and communication could be useful in a hybrid setting.
... The cluster networks of the motor themes (see Figure 7) were examined in order to determine the subthemes related to the motor themes that emerged during the second period (2008-2014). Accordingly, the motor theme of Virtual-Teams (1, 0.71) was found to be associated with the subthemes of Web-enabled Leadership, Video-Conferencing, Communication, Virtual-Reality, Management, Leadership-Roles, Emergent-Leadership, and Online-Communication. Studies on Web-enabled Leadership [64], Video Conferencing [65], Communication [66], Virtual Reality [67], Leadership Roles [68], Emergent Leadership [69], and Online Communication [70] and are illustrative of the subthemes in the Virtual-Teams cluster network. ...
The inevitable digitalization of workplaces in the present era, generally as a result of technological developments, has caused a paradigm shift, along with new innovative business models and business behaviors, which has required leaders to possess certain digital skills for sustainable corporate performance. Hence, studies on digital leadership have attracted the attention of academics and practitioners worldwide, with many studies having been conducted on the topic. However, a comprehensive analysis of the intellectual architecture, knowledge structure, and thematic evolution of the digital leadership field of research using science mapping tools has yet to be conducted. The current study, therefore, aimed at reviewing the intellectual structure and evolution of the digital leadership field through a bibliometric and science-mapping analysis. This study used digital leadership as an umbrella term comprising leadership styles such as e-leadership, virtual leadership, technology leadership, and leadership 4.0, which have similar meanings and can be used interchangeably. With this purpose, bibliometric performance and science mapping analysis was performed on articles related to the research field that were retrieved from the Scopus database using SciMAT software (version 1.1.04). The results of the study revealed that the scope of digital leadership research is gradually expanding and diversifying and that publication output is increasing steadily. In addition, period-based analysis showed that the technology management theme during the first period, the virtual teams and technology themes during the second period, and the COVID-19, virtual reality, and digital technologies themes during the third period emerged as the motor themes and formed the focus of research in this field. Thematic evolution analysis showed that virtual leadership during the first and second periods, virtual teams during the second period, e-leadership and technology during the second and third periods, and digital leadership, COVID-19, and virtual reality during the third period, along with technology leadership in all three periods were all noteworthy as well-developed research themes. These findings enable a better understanding of the research field of digital leadership and provide a reference for future research by revealing the conceptual structure and thematic evolution of the digital leadership knowledge base.
... The problem being presented was that Caribbean chemistry students may not have been benefitting nor even exposed to the best current pedagogical practices in the teaching and learning of chemistry and the reason for this needed to be explored. It was posited that the attitudes and perceptions of the educational leaders-faculty and administrators-could be a major factor that contributed towards this state and this could have been manifested possibly due to their lack of e-leadership skills (Arnold & Sangra, 2018;Avolio et al., 2014;Oh & Chua, 2018). ...
This study unearthed the prevailing attitudes and perceptions of Caribbean Higher Education Leaders towards online chemistry learning prior to the COVID-19 pandemic and puts forward a case for more formal training in e-leadership for Caribbean Higher Education Chemistry leaders. This is based on the findings of a mixed method study which showed inter alia that there are some differences in the attitudes and perceptions between Caribbean Higher Education Administrators and faculty with regard to online and face to face chemistry lectures. The study was conducted among four Caribbean Departments of Chemistry and utilized a modified Science Teachers and Online Instructional Concerns (STOIC) survey. The findings point to the need for a more calculated approach to the professional development of Caribbean Higher Education Leaders as well as the surmounting of several barriers which hinder the implementation of alternative modes of delivery for the teaching and learning of chemistry in the Caribbean.
Keywords: e-leadership, higher education, online chemistry learning
DOI: http://doi.org/10.55982/openpraxis.14.1.143
... This leadership approach is called eleadership. According to Avolio et al. (2014), e-leadership is leadership that uses information technology to support the achievement of the goals of an organization. In the application of e-leadership, a leader can carry out his duties remotely, and e-leadership can be implemented at all hierarchical levels within the institution. ...
The development of information and communication technology has influenced the current leadership style. Leadership not only can be implemented face-to-face, but can also be done through the use of electronic devices and the internet, which is called e-leadership. This study aims to obtain an empirical picture about the influence of digital literacy and digital workplace on e-leadership of educators and education staff of State Vocational Schools 5 Pekanbaru – Riau, either partially or simultaneously. This research was conducted from January to June 2022, but the data was collected in March 2022. The research instrument was a questionnaire given to 95 educators and education staff selected as the samples. The obtained data then analyzed through descriptive statistics and inferential statistics. The results of data analysis show that digital literacy has a significant influence as many as 30% on e-leadership and the digital workplace has a significant influence as many as 47.1% on e-leadership. Simultaneously digital literacy and digital workplace influence as many as 32%. on e-leadership. This implies that it is necessary to improve the digital literacy and digital workplace skills of educators and education staff of State Vocational Schools 5 Pekanbaru – Riau to improve their e-leadership skills
... Muzzio (2017) (BASS, 2008;AVOLIO et al., 2014); relacionar a estrutura da organização com a carreira do líder empresarial (KIM;STARKS, 2016;LIMA et al., 2008); analisar o comportamento do líder nas organizações e como isso afeta a competitividade organizacional (HAN; GAO, 2019); melhorar a qualidade da liderança (HAYES; BURKETT, 2020); diferenciar análises de gênero de carreira em estruturas de gestão (FELIX; da SILVA, 2020; LONGMAN et al., 2018); registrar a percepção de sucesso na carreira dos gestores de alta performance (AGAPITO et al., 2015); e reorganizar as estruturas de gestão, afetando a posição, a visão de futuro e o relacionamento com os stakeholders (SAUSEN et al., 2018). Ao analisar os principais trabalhos e autores sobre o tema Liderança nas últimas décadas pode-se perceber que a maior parte dos escritores, consultores, pesquisadores e professores possuem grande viés ao tratar, discutir e publicar pesquisas em liderança, motivados por observação conservadora (BASS, 2008 90 designados para ajudar a construir o futuro, não a ficarem presos em sistemas, processos e tarefas que outros colaboradores podem realizar com eficiência. ...
Objetivo: Analisar a propagação social do fenômeno liderança a partir de postagens, publicações e conteúdo compartilhados por meio de descritores usados para expressar comportamentos tradicionais e contemporâneos nas mídias sociais virtuais. Método: Para atingir os resultados da pesquisa um Focus Group foi realizado, seguido de uma série de pesquisas bibliométricas, culminando com uma pesquisa qualitativa meta-analítica. Originalidade/Relevância: Não foi encontrado nenhum trabalho em mídia prestigiosa que examinasse a construção do fenômeno liderança a partir da análise das mídias sociais virtuais. O trabalho é relevante para acadêmicos, estudantes e gestores organizacionais que executam ou pesquisam liderança e gestão. Principais Resultados: As mídias sociais em língua portuguesa possuem um viés mais contemporâneo sobre citações envolvendo o tema liderança do que em língua inglesa. As mídias sociais virtuais não fazem circular termos que possuem ligação com o desenvolvimento de liderança ou sua análise estratégica. O LinkedIn é a rede na qual mais circula termos tradicionais em liderança. O Twitter é a mais inovadora. Contribuições teóricas/metodológicas: A organização e o ordenamento de uma lista de descritores que poderá ser útil para futuros pesquisadores. Como contribuição metodológica foi a proposição de um método de pesquisa que poderá ser replicado para futuras investigações sobre liderança ou tema relacionado. Contribuições para a gestão: Tais contribuições práticas podem ser percebidas a partir de como gestores e empresas poderão se posicionar em relação ao uso de suas mídias sociais virtuais corporativas, de acordo com o tipo de mensagem e a comunicação de valor que emitirão para o seu público.
... Advanced technology offers superior transparency in terms of actions, communications and interactions between leaders and followers. Social media serves to connect leaders and followers with irregular favourites(awareness, talents, opinions, standards, etc.) and it permits them to dispute an issue to produce a novel understanding of a complex situation, which can promote greater alignment and trust(Avolio et al., 2014). ...
Exploring the impact of digitalisation on leadership actions and behaviours is an important
endeavour. This research took the form of a systematic literature review that contextualises the
continuing discussion on the impacts of digitalisation on leadership style and behaviour. It aimed to
establish how employees should be led in an increasingly digitalised business environment and to
ascertain what skills and competencies are needed to succeed. This study suggests that the next
generation of leaders will need to develop strategic and conceptual thinking, will have to
demonstrate high intellectual integrity and openness, but also find new ways to influence and
generate loyalty among employees. Given the dominance of digital technologies, leadership has
become a process of social influence, which is enhanced through the use of advanced information
technology and managerial innovation and leadership transformation. Nevertheless, the new
capabilities of digital leaders do not displace traditional leadership traits and skills.
... These findings (beta=0.470, p=0.000) are also supported by [407,426] That is, various entrepreneurial profiles are linked to diverse eco-innovation propensities, as indicated by their experience. ...
... Since its introduction, e-leadership has been defined in a variety of ways. In response to the impact of digital communications and digital networks, e-leadership is defined as a leading process involving social influence in both proximal and distal environments, leading to changes in behaviors, attitudes, feelings, thoughts, and performance as a result of advancements in information technology [22]. The definition was further refined through the emphasis on building trust in a virtual environment through accountability, smooth communication, and effective social interactions [10]. ...
Creative organizations have shifted their daily communication to the virtual environment in response to COVID-19. This study examines how media use affects the communication effectiveness between creative leaders and followers from a psychological perspective by reviewing the comprehensive literature on creative leadership, media use, and psychological distance. A mixed-method methodology is employed to investigate ten common media configurations. The findings indicate that configured digital communication tools create certain levels of psychological distance between leaders and followers. Thus, it is crucial for creative leaders to match the psychological distance of different media and construal orientations of creative tasks to cultivate followers’ creativity. Using reflective interviews with creative professionals, we determined the impact of psychological distance on creative leadership from three aspects: task performance, member feelings perception and technology selection. We also identified several situations that might hinder creativity. To conclude, this study proposes a “Cognitive Model of Media Use Strategy in Creative Leadership”, which aims to bridge the gap between creative leadership theory and media use theory from the organizational psychology perspective. This study confirms that psychological distance exists in the digital environment, thus expanding the application scenarios of “Construal Level Theory” as well as providing practical implications for media selection in creative leading processes.
... Leadership scholarship has now entered into a digital era (Banks, Dionne, Sayama, & Schmid, 2019). In a digital era, the overall phenomenon is changing, as are the tools through which we study it, demanding a new "lens" through which we view the phenomenon (Avolio, Sosik, Kahai, & Baker, 2014). Leadership can now easily be studied in a virtual context (Raghuram, Hill, Gibbs, & Maruping, 2019), in a non-virtual context but leveraging digital technologies like machine learning and topic modeling (Blei, Ng, & Jordan, 2003;LeCun, Bengio, & Hinton, 2015), and using computational modeling (McHugh et al., 2016;Samuelson, Levine, Barth, Wessel, & Grand, 2019). ...
Leadership as a social influence process has always involved a complex set of phenomena that demands an interdisciplinary lens. Leadership scholarship has now entered into a digital era. In a digital era, the overall phenomenon is changing, as are the tools through which we study it, demanding a new “lens” through which we view leadership. Yet, this raises the question, to what extent is leadership different in a digital era? In acknowledgement of this trend, a special issue was commissioned at The Leadership Quarterly that sought to stimulate the imagination of leadership scholars and practitioners. In the current work, we begin with a brief review of who, what, when, where and why of digital leadership. We cover leadership in informal contexts (e.g., social media), generalization from face-to-face to virtual contexts, computational modeling, the leveraging of technology (e.g., machine learning; Big Data), as well methodological how-to guides. We then plot a path forward for leadership scholars in the dawn of the digital era.
Tutkimme tässä artikkelissa johtajuusviestinnän määrittelyjä ja muutossuuntia viime vuosikymmenten tutkimuskirjallisuuden valossa. Tavoitteemme on hahmottaa johtajuuden ja viestinnän tutkimuksen kautta erilaisia johtajuusviestinnän paradigmoja ja tarkastella niitä suhteessa toimintaympäristön ja viestintäolosuhteiden muutoksiin sekä niiden hallitsemattomuuden haasteeseen. Vastauksena näihin olosuhteisiin kehitämme navigoivan johtajuusviestinnän viitekehyksen, joka mahdollistaa johtajuusviestinnän paradigmojen tarkastelun suhteessa erilaisiin johtamisen konteksteihin ja tilanteisiin. Viitekehys auttaa ymmärtämään johtajuusviestinnän moniulotteisuutta ja tarjoaa myös käytännön mahdollisuuden reflektiiviseen valintaan eri viestintäkäytäntöjen välillä erilaisissa tilanteissa ja johtamistyön vaiheissa.
The chaotic adaptation to hybrid work during the COVID-19 pandemic has meant that workers still do not know how professional dynamics function correctly in this new context. In this paper, we focus on new issues that have arisen in this era of hybrid work, with the aim of improving performance, conciliation, and well-being in the specific professional environments of universities and research institutes. We will show the results from a non-representative survey comprising 451 scientists. Aspects such as management and leadership over their work, the purpose to achieve something innovative in their work, and promoting well-being in their work spaces and co-workers, have been observed and identified in the survey. The figure of a leader emerges as someone who is communicative, collaborative, and that helps colleagues and their professional development. We suggest that a tightrope walker leader, that is, one who knows how to strike a balance between individual needs and collective interests, could be the key to ensuring the well-being of scientists.
The knowledge about principals’ digital transformational leadership in schools is scarce. This lacuna is problematic because recently many countries switched to remote schooling and online learning models during the COVID-19 pandemic. The new situation changed the principal’s role to one of distant digital leadership, working with teachers and students remotely. The present study aims to investigate principals’ digital transformational leadership and its outcomes. The research is based on data from 380 teachers in Bahrain. The findings and their implications for effective remote schooling are discussed.
In the era of digital economy, the digital innovation of manufacturing enterprises has become the main trend of development. This paper constructs an effective and reliable hierarchical framework for identifying critical factors of digital innovation in manufacturing enterprises based on the three stage hybrid DEMATEL-ISM-MICMAC method. Through literature reading and expert judgment, this paper determines the 19 factors that affect the digital innovation of manufacturing enterprises. The DEMATEL technique is used to establish the causal relationship between the factors, the ISM technique is used to stratify the factors, and the MICMAC technique is used to divide the types of influencing factors according to the driving force and dependence, and analyze the correlation between each level and its influence on the digital innovation of manufacturing enterprises. The results show that social capital, learning organization, digital technology, and knowledge are the most important influencing factors in the process of digital innovation in manufacturing enterprises. In particular, the two key factors of social capital and learning organization should be paid attention to by manufacturing enterprises. This research can help the managers of manufacturing enterprises to find out the key influencing factors of the digital innovation of manufacturing enterprises, and give targeted suggestions to promote the process of enterprise digitalization.
In recent years, also as a result of the pandemic, virtual leadership and virtual teams topics have started to gain importance. In the study, these concepts were discussed and a comprehensive literature research was conducted. In this context, 102 studies, conducted between 2000-2022 and based on the aforementioned concepts, were examined and has been evaluated in general terms. Findings indicate that the studies on the concepts of virtual leadership and virtual teams are generally carried out under 5 themes. These themes are as follows; (1) Studies evaluating the factors that lead organizations to success in the virtual environment,(2) Studies comparing virtual and traditional working styles from various perspectives, (3) Studies encouraging organizations to operate virtually, (4) Theoretical studies on virtual leadership and virtual teams, and (5) Studies focusing on the challenges faced in virtual teams.
A digitális transzformáció, a tudásintenzív szervezetek gyors térnyerése kapcsán számos kutatás zajlik és indul a közeli jövőben is az egyetemen. Izgalmas elemzéseket lehetővé tevő adatfelvételekere került sor, melyek magas színvonalú végrehajtásához szükséges a szakirodalmi háttér mély ismerete. Fontos, hogy értsük az egyes területeken zajló dialógusokat, mert így tudunk bekapcsolódni, felvenni a fonalat és szerencsés esetben megmutatni, hogy milyen réseket látunk a tudomány falában, amit reményeink szerint éppen mi rudunk befedni. A műhelytanulmányban a szakirodalom tanulmányozása során a következő kérdésekre kerestem a választ: 1. Mik a fő jellemzői a digitális transzformáció és leadership kapcsolatának? 2. Mik a tudásintenzív szervezetek sikertényezői?
This study unearthed the prevailing attitudes and perceptions of Caribbean Higher Education Leaders towards online chemistry learning prior to the COVID-19 pandemic and puts forward a case for more formal training in e-leadership for Caribbean Higher Education Chemistry leaders. This is based on the findings of a mixed method study which showed inter alia that there are some differences in the attitudes and perceptions between Caribbean Higher Education Administrators and faculty with regard to online and face to face chemistry lectures. The study was conducted among four Caribbean Departments of Chemistry and utilized a modified Science Teachers and Online Instructional Concerns (STOIC) survey. The findings point to the need for a more calculated approach to the professional development of Caribbean Higher Education Leaders as well as the surmounting of several barriers which hinder the implementation of alternative modes of delivery for the teaching and learning of chemistry in the Caribbean.
The study explores the concept of e-leadership and determines the different dimensions of leadership in the virtual environment. The paradoxes associated with the ‘e-leadership’ are identified. The different trends of research undertaken on the concept of ‘e-leadership’ are analyzed. The study is conducted using bibliometric and content analysis techniques. The Scopus database was used, and VOSviewer version 1.6.17 was used for analyzing the research trends. Three clusters emerged: Virtual leadership and virtual team performance, leadership and technology adoption, and the use of communication strategies in e-leadership. The article discusses different strategies that can lead to effective performance in a virtual environment. Leaders need to be synergistic, tech-savvy, prompt in their feedback, and trained in nonverbal communication strategies. E-leadership should be based on relationship orientation and not task orientation. The article gives possible future research directions by identifying the relationship across several variables like e-leadership, use of information and communication technologies, and effective communication channels.
This study investigates the moderating role of employee resilience on the relationship between perceived HR digitalization and positive employee outcomes such as work effort (WE) and affective commitment (AC). A combination of qualitative interviews with 6 employees and survey data collected from 248 participants were analyzed. The results showed a positive relationship between perceived HR digitalization and positive employee outcomes such as AC. This relationship was moderated by resilience such that satisfaction with HR digitalization predicted AC in employees with low resilience. A positive correlation was found between perceived digitalization and resilience. No strong relationship was found between perceived digitalization and WE. Perceived digitalization of HR tools that enabled communication and training opportunities positively impacted outcomes such as commitment and motivation. Employees with experience working digitally and with a higher perceived digitalization reported the most favorable WFH experience. These employees had a more positive view of HR digitalization.
The influence of technology on business cannot be reversed. As the moveable type of printing altered the course of history, digitalization is transforming organizations, work environments, and processes, requiring leaders to address new challenges. Experts in the social sciences have attempted to comprehend this complex phenomenon, but their findings have been dispersed across various disciplines and do not appear to form a unified picture. In order to correct this flaw in the literature and improve the clarity and coherence of scholarly discourse, this chapter's specific purpose is to evaluate how the debate on digital transformation and leadership has evolved over the previous few years, to highlight significant theories and discoveries, and to recommend potential future study routes. The chapter looks at all of the research that has been done on leadership and digitalization, looking for patterns of thought and findings across different social science fields, like management and psychology.
Aristotelian leadership in corporations and organizations and the virtues associated with it has been extensively studied. Today, due to the pandemic but mainly because of Information Communication Technologies (ICT) and the Fourth Industrial Revolution, there is an increase in online communication within corporate organizations (via emails, teleconferencing, etc.). In this new context, managers, CEOs and company leaders are developing digital behaviors. Online and electronic communication has largely replaced in person and a leader or e-leader should cultivate and use her virtues within a new digital environment. In this context, can we refer to emerging “digital virtues” or is the technological factor too “weak” to disturb the nature of these character traits? In order to address this question, this paper investigates four Aristotelian virtues that lie at the heart of an ethical corporate leader, i.e. “prudence/practical wisdom”, “fortitude” (courage), “temperance”, and “justice”. The findings will determine whether changing the means of communication affects the way in which a leader should develop these virtues.
The growth in virtual work is reshaping how leaders interface with their followers: Face-to-face interactions are increasingly being supplanted by virtual exchanges. To advance understanding of the implications of leading in this changing environment, we apply functional leadership theory to synthesize the findings of the virtual leadership research that has been conducted across different leadership perspectives and levels of analysis. We identify four traditional leadership functions that empirical research suggests have a stronger effect on follower need satisfaction in virtual settings and highlight a new function—facilitate the use of technology—as particularly germane to virtual leadership. Our review reveals several promising future research directions, including the need to examine the effects of leadership along the full spectrum of virtuality and to consider the unique challenges that leaders may encounter in hybrid work environments. We also outline important practical implications for organizations, leaders, and their followers.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
Rising and changing citizen expectations, dire fiscal constraints, unfulfilled political aspirations, high professional ambitions, and a growing number of stubborn societal problems have generated an increasing demand for innovation of public policies and services. Drawing on the latest research, this book examines how current systems of public governance can be transformed in order to enhance public innovation. It scrutinizes the need for new roles and public sector reforms, and analyzes how the gradual transition towards New Public Governance can stimulate the exploration and exploitation of new and bold ideas in the public sector. It argues that the key to public innovation lies in combining and balancing elements from Classic Public Administration, New Public Management and New Public Governance, and theorizes how it can be enhanced by multi-actor collaboration for the benefit of public officials, private stakeholders, citizens, and society at large.
Aim
To describe hospital nurse leaders' experiences with digital technologies.
Design
A qualitative descriptive study.
Methods
Semi‐structured focus group interviews in one university‐affiliated hospital in Finland. Data were collected from October to November 2021 and analysed using content analysis an e‐leadership framework.
Results
A total of 20 frontline nurse leaders and middle‐managers participated. Leaders had different kinds of experiences that concerned their traits, cognition, affect and behaviour with digital technologies. Leaders experienced that they needed to be open‐minded towards digitalization, which sometimes eased their work by making it more efficient. Occasionally, they also got frustrated with digitalization, which caused them stress. Leading digital technologies required collaboration with several different stakeholders, and leaders were especially responsible for ensuring nurses' digital competence. Also, leaders own digital capability was highlighted, although some leaders experienced that their digital capability was low.
Conclusion
The e‐leadership framework is useful for describing the conduct of leadership roles in the context of digital services. Digitalization has transformed leadership, yet nurse leaders' education and training do not seem to have been sufficiently modified to these rapid changes. In addition, more attention should be given to how nurse leaders can be distressed by digitalization.
Impact
This study provides insight into leadership in the context of digitalized specialized medical care based on nurse leaders' direct statements. Furthermore, the results highlight nurse leaders' educational needs concerning digitalization. Adequately educating nurse leaders to become e‐leaders is crucial to successful digitalization in the nursing domain.
Patient or Public Contribution
The study focused on nurse leaders' experiences.
Amaç -Dijital teknolojinin gelişimi ile birlikte, kurumlarda teknolojik gelişime uygun olarak yeni bir liderlik tarzı olan e-liderlik uygulanmaya başlanmıştır. Özellikle son yıllarda küresel bir salgın haline gelen Covid-19 ile bu liderlik tarzı daha yaygın hale gelmiştir. Çalışma kapsamında Covid-19 sürecinde yöneticilerin sergiledikleri e-liderlik tutumlarının çalışanların örgütsel iletişim algılarına etkisi ve e-liderlik-örgütsel iletişim arasındaki ilişki için cinsiyet ve çalışılmakta olan sektörünmoderatör rolleri analiz edilmiştir.Yöntem -İstanbul’da özel ve kamu sektöründeki 397 beyaz yakalı çalışana anket yapılarak veriler toplanmış ve hiyerarşik regresyon analizi kullanılarak toplanan verilerin analizi gerçekleştirilmiştir. Anketlerden edinilen veriler AMOS 24 ve SPSS 22 programları ile analiz edilmiştir.Bulgular -Sonuçlar; seçili özellikler ve becerilerin, bilgi ve iletişim teknolojilerini kullanma niyetinin, kolaylaştırıcı koşulların ve bilgi ve iletişim teknolojilerini kullanmanın örgütsel iletişimi pozitif etkilediği; cinsiyetin seçili özellikler ve beceriler-örgütsel iletişim ile kolaylaştırıcı koşullar-örgütsel iletişim; çalışılmakta olan sektörün ise seçili özellikler ve beceriler-örgütsel iletişim ile bilgi ve iletişim teknolojilerini kullanma-örgütsel iletişim arasındaki ilişkilerde moderatör rol oynadığını göstermektedir.Tartışma -E-liderlik tutumunun örgütsel iletişime etkisinin incelendiği bu çalışmada, iletişim teknolojilerini kullanmanın örgütsel iletişimi pozitif etkilediği görülmüştür. Literatür incelendiğinde bu iki kavramın birbirleri ile ilişkisine yönelik araştırmanın az olduğu görülmüştür. Bu açıdan söz konusu iki kavramının araştırılmasının faydalı sonuçlar getireceği ve bu konuda yapılacak araştırmalara yol gösterebileceği düşünülmektedir.
COVID-19 has prompted diverse responses from governments and created an extreme context for organizations to operate. In this context, company leaders face fluctuated macrolevel policies, endure physical separation from their members, and must rely on virtual communication to conduct teamwork. Yet little is known about what and how leader communication can be effective in inducing team creativity to survive the extreme context. Building on the affective events theory and the literature on media richness, we develop a theoretical model explicating how leaders’ rich (as opposed to lean) virtual communication can mitigate the negative impact of stringent government responses to COVID-19 on work team creativity via a sequential mediation process: first by inhibiting team anxiety and then by facilitating team information elaboration. Data from a three-stage eight-day longitudinal field experiment, in combination with an experience sampling method with 251 employees, on a chain preschool in eight Chinese cities, provide strong support for the hypothesized model.
Digital disruption has changed organizations in an unprecedented way. The thriving field of digital leadership is expanding fast and few retrospective studies on this evolution have been made so far. This study presents a bibliometric and network analysis combining both Scopus and Web of Science databases to provide fresh insights into the evolution of the digital leadership research field. This study is based on a review of 79 publications from 57 journals, published between 2000 and 2020. The newness of the topic and the range of journals in which it is published confirms that digital leadership has gained interest from several different areas. Bibliometric analysis provides a description of the research field identifying the leading publishing journals, affiliation statistics, and most influential authors and expressive publications in the research field. Network analyses identify keyword evolution over time, co-citation relationships, and research clusters. Content analysis is used to identify key topics in the field with attention paid to interrelations among them. A brief description of each paper in the dataset and its methodological approach is provided. The results suggest that the topic will continue to attract more research, as it has not yet entered its maturity stage. This paper contributes to the literature by analyzing the relationship between digital leadership and e-leadership. This study also identifies the most leading digital leadership capabilities for a fast-changing world. Limitations and future avenues are also discussed.
The digital disruption and digital transformation of organizations disrupt managerial practice by changing the nature of organizational work, how management functions or roles can best be undertaken, the optimal tools for undertaking managerial work, and the competencies required to effectively undertake managerial work.Digitally transformed management adopts the optimal approaches for performing management functions, the optimal tools for carrying out managerial work, and the required competencies to use new managerial approaches and tools to accelerate the digital transformation, digital business, and adaptability/agility capabilities of their organizations. This chapter discusses established managerial functions/roles and their digital disruption and transformation. It then discuss the implications of this digital disruption and transformation for managerial effectiveness. The subsequent chapters build on this chapter with a dedicated chapter on each key digital transformation and digital business capability – discussing what it means, the roles managers can play in its building and optimization, and the competencies they require to effectively play their roles in each organization digital business capability.
Cite as: Busulwa, R. (2022). Navigating Digital Transformation in Management (pp133-146). Taylor & Francis.
El objetivo de la presente investigación es realizar una revisión sistemática de los estudios empíricos organizacionales cuya temática central fuera el liderazgo electrónico. Para esto, la revisión siguió los lineamientos y recomendaciones de PROSPERO. Las bases de datos consultadas fueron Scopus, Dimensions, Science Direct, Ebsco Host, Web of Science y Proquest. En total, se revisaron 21 estudios empíricos, en español y en inglés, publicados entre los años 2012 al 2021, que cumplían con los criterios de selección. La mayoría de los estudios sugieren que se realicen investigaciones empíricas en diferentes países y en organizaciones en sectores económicos variados; además el liderazgo electrónico es una opción para aquellos que requieren contar con talentos que por su ubicación geográfica están dispersos y afianzar alianzas inter-organizativas fomentando la creación de equipos virtuales y alcanzar un mayor desempeño laboral y por consiguiente de la organización. Al final se discuten sus implicaciones y limitaciones.
COVID-19 pandemic may further decline productivity of the workforce in the future especially in higher education. This article aims to verify the significance of e-leadership as organizational factor, digital collaboration as job factor, and digital mastery as personal factor on the productivity of virtual work in higher education. Online survey and causal analysis were conducted for supporting this article. It’s about 847 academic and non-academic staffs who were participating as the respondents. PLS based Structural Equation Modelling were utilized for structuring and calculating the collected data. The result of statistical analysis reveals that e-leadership affects positively and significantly but indirectly on the productivity of virtual work. Digital mastery and digital collaboration play moderating role in determining effect of e-leadership on work productivity. For maintaining and leveraging the productivity of employee in doing virtual work, the organization should direct leadership of academic managers as transformational leadership approach for developing digital mastery and encouraging digital collaboration.
Organizations require E-leadership and virtual team performance to face the challenges within the dynamic environment. Though E-leadership is a concept that has previously been discussed, academic literature on this concept is scarce. The authors drew on the leader-member exchange theory and social cognitive theory to address these problems by proposing the mediation effect of technology self-efficacy and moderating effect of corporate culture on the relationship between E-leadership and virtual team performance. This conceptualization contributes to the expansion of understanding on virtual team performance through E-leadership. It provides practitioners and managers with insights into strategies they can utilize to enhance the virtual team performance of the organizations.
Aim:
To define and clarify the concept of leadership in the context of digital health services using Walker's and Avant's concept analysis model.
Background:
Conceptualizing leadership in the context of digital health services is needed to deliver higher quality services and advance research.
Method:
Searches were conducted of MEDLINE (Ovid), Scopus, CINAHL (EBSCO), and ProQuest (ABI/INFORM). Empirical articles were included if they reported attributes, antecedents, or consequences of leadership in the study context. A total of 4,037 references were identified; 23 were included.
Results:
Leadership attributes concerned leaders' behavior, roles, and qualities. Antecedents concerned informatics skills and competence, information and tools, understanding care systems and their complexity, and education. Consequences related to organization, professionals, and patient and care.
Conclusion:
Based on our results, the term 'e-leadership' should be more widely utilized in nursing practice and research.
Implications for nursing management:
Nurse leaders need to be strong leaders; they need to be visionary and use strategic thinking to develop existing and new digital solutions. By becoming e-leaders, nurse leaders may increase the successful development and implementation of eHealth, and benefit clinicians and patients.
The rapid development of digital technologies provides an efficient way to overcome the drawbacks of traditional management. E-management, a new form of management, is attracting much attention worldwide. The current research is aimed at examining the development of e-management in public sector organizations and anticipating possible alternatives for solving e-management problems. We use a qualitative strategy to explain the concept, specifics, benefits, drivers, situation, and progress of e-management in the public sector. Based on interviews with managers at local public administration institutions in Lithuania, we conclude that e-management in municipalities until the COVID-19 pandemic was applied only in exceptional cases due to legislation and workplace stationarity. However, at the moment, e-management in municipality administrations is treated not as an alternative but as the only possible choice.
Purpose
The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.
Design/methodology/approach
Data were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).
Findings
Communication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.
Research limitations/implications
The study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.
Originality/value
Using the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.
This paper expands, refines, and explicates media synchronicity theory, originally proposed in a conference proceeding in 1999 (Dennis and Valacich 1999). Media synchronicity theory (MST) focuses on the ability of media to support synchronicity, a shared pattern of coordinated behavior among individuals as they work together. We expand on the original propositions of MST to argue that communication is composed of two primary processes: conveyance and convergence. The familiarity of individuals with the tasks they are performing and with their coworkers will also affect the relative amounts of these two processes. Media synchronicity theory proposes that for conveyance processes, use of media supporting lower synchronicity should result in better communication performance. For convergence processes, use of media supporting higher synchronicity should result in better communication performance. We identify five capabilities of media (symbol sets, parallelism, transmission velocity, rehearsability, and reprocessability) that Influence the development of synchronicity and thus the successful performance of conveyance and convergence communication processes. The successful completion of most tasks involving more than one individual requires both conveyance and convergence processes, thus communication performance will be improved when individuals use a variety of media to perform a task, rather than just one medium.
By integrating a social networks perspective with charismatic leadership theory, we attempt to explain how charismatic perceptions of leaders spread among distant followers through third-party individuals (surrogates). We propose a mediated model considering how individuals engage in surrogate behavior (promoting the leader, defending the leader, and modeling followership) that increases charismatic perceptions among distant followers. We consider the behaviors associated with this role, as well as antecedents and moderators that may explain motivation to engage in the role and effectiveness of the role in influencing followers.
We address gaps in the multilevel organizational theory development literature by critically examining the structure and function of collective constructs. Structure emerges from interaction and can, over time, come to influence systems of interaction. Functions represent the causal outputs of constructs and provide a mechanism for integrating constructs across levels. We then discuss implications arising from this perspective and present a set of guidelines for multilevel research and theory development.
In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing, a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
This paper aims to present the idea of robotics leadership. By investigating leadership definitions and identifying domains where humans have failed to lead, this paper proposes how robots can step in to fill various leadership positions. This is exemplified by referring to two examples, stock brokering and transportation, and explains how robots could be used instead. Furthermore, this paper aims to provoke discussion by identifying firstly some potential limitations of robots in leadership positions and secondly by proposing that our current technological ecosystem not only is suited for machines to assume leadership positions but rather is inherently headed towards it.
This study proposes and tests a novel theoretical mechanism to explain increased self-disclosure intimacy in text-based computer-mediated communication (CMC) versus face-to-face (FtF) interactions. On the basis of joint effects of perception intensification processes in CMC and the disclosure reciprocity norm, the authors predict a perception-behavior intensification effect, according to which people perceive partners’ initial disclosures as more intimate in CMC than FtF and, consequently, reciprocate with more intimate disclosures of their own. An experiment compares disclosure reciprocity in text-based CMC and FtF conversations, in which participants interacted with a confederate who made either intimate or nonintimate disclosures across the two communication media. The utterances generated by the participants are coded for disclosure frequency and intimacy. Consistent with the proposed perception-behavior intensification effect, CMC participants perceive the confederate’s disclosures as more intimate, and, importantly, reciprocate with more intimate disclosures than FtF participants do.
Over 500 million people interact daily with Facebook. Yet, whether Facebook use influences subjective well-being over time is unknown. We addressed this issue using experience-sampling, the most reliable method for measuring in-vivo behavior and psychological experience. We text-messaged people five times per day for two-weeks to examine how Facebook use influences the two components of subjective well-being: how people feel moment-to-moment and how satisfied they are with their lives. Our results indicate that Facebook use predicts negative shifts on both of these variables over time. The more people used Facebook at one time point, the worse they felt the next time we text-messaged them; the more they used Facebook over two-weeks, the more their life satisfaction levels declined over time. Interacting with other people "directly" did not predict these negative outcomes. They were also not moderated by the size of people's Facebook networks, their perceived supportiveness, motivation for using Facebook, gender, loneliness, self-esteem, or depression. On the surface, Facebook provides an invaluable resource for fulfilling the basic human need for social connection. Rather than enhancing well-being, however, these findings suggest that Facebook may undermine it.
Despite advice to avoid doing so, email senders intentionally and unintentionally communicate emotion. Email characteristics make miscommunication likely, and I argue that receivers often misinterpret work emails as more emotionally negative or neutral than intended. Drawing on the computer-mediated and nonverbal communi- cation, emotion, and perception literature, I introduce a theoretical framework de- scribing what factors make miscommunication most likely, how emotional miscom- munication affects organizations, and how employees can improve the accuracy of emotional communication in emails. Employees are increasingly likely to use and prefer electronic mail (email) to communicate with coworkers, customers, and other col- leagues. The proliferation of email for business communication is likely due to some advan- tages, such as flexibility and asynchrony, it has
Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.
Multiplayer online role-playing games are sprawling cybercommunities that offer a sneak preview of tomorrow's business environment. Players who lead teams in these online worlds hone the skills that they will need as business leaders in the future. Games also provide an environment that makes being an effective leader easier and that today's businesses might try to replicate selectively in their own organizations. Those are the principal findings by Reeves, of Stanford University; Malone, of MIT's Sloan School; and O'Driscoll, of North Carolina State. As part of an analysis conducted by Seriosity, a company that develops game-inspired enterprise software, the authors studied people who headed up teams in online games. They also sought the insights of gamers who have led real-world business teams at IBM. The authors identified three distinctive characteristics of leadership in online games that, as workplaces and the overall business climate become more dynamic and gamelike, will be essential for tomorrow's leaders: speed, risk taking, and acceptance of leadership roles as temporary. The most important finding, say the authors, is that getting the leadership environment right can be as important as choosing the right leader. They point out two aspects of game environments that companies might consider adopting: One, nonmonetary incentives built into a game economy strongly motivate individuals to accomplish group aims. Two, hypertransparency of information about, for example, team members' capabilities and teams' real-time performance makes it simpler to match people with tasks and to empower individuals to manage themselves.
This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that, in order to understand why organizations do the things they do, or perform the way they do, we need to comprehend deeply the people at the top-their experiences, abilities, values, social connections, aspirations, and other human features. The actions-or inactions-of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs), and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). The book synthesizes what is known about strategic leadership and indicates new research directions.
Social media played a central role in shaping political debates in the Arab Spring. A spike in online revolutionary conversations often preceded major events on the ground. Social media helped spread democratic ideas across international borders.No one could have predicted that Mohammed Bouazizi would play a role in unleashing a wave of protest for democracy in the Arab world. Yet, after the young vegetable merchant stepped in front of a municipal building in Tunisia and set himself on fire in protest of the government on December 17, 2010, democratic fervor spread across North Africa and the Middle East.Governments in Tunisia and Egypt soon fell, civil war broke out in Libya, and protestors took to the streets in Algeria, Morocco, Syria, Yemen and elsewhere. The Arab Spring had many causes. One of these sources was social media and its power to put a human face on political oppression. Bouazizi’s self-immolation was one of several stories told and retold on Facebook, Twitter, and YouTube in ways that inspired dissidents to organize protests, criticize their governments, and spread ideas about democracy. Until now, most of what we have known about the role of social media in the Arab Spring has been anecdotal.Focused mainly on Tunisia and Egypt, this research included creating a unique database of information collected from Facebook, Twitter, and YouTube. The research also included creating maps of important Egyptian political websites, examining political conversations in the Tunisian blogosphere, analyzing more than 3 million Tweets based on keywords used, and tracking which countries thousands of individuals tweeted from during the revolutions. The result is that for the first time we have evidence confirming social media’s critical role in the Arab Spring.
This article investigates, for leadership research, the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action. We introduce the four core ideas at the heart of the network research program: The importance of relations, actors' embeddedness, the social utility of connections, and the structural patterning of social life. Then we present a theoretical model of how network cognitions in the minds of leaders affect three types of networks: The direct ties surrounding leaders, the pattern of direct and indirect ties within which leaders are embedded in the whole organization and the interorganizational linkages formed by leaders as representatives of organizations. We suggest that these patterns of ties can contribute to leader effectiveness.
Information technology is providing the infrastructure necessary to support the development of new organizational forms. Virtual teams represent one such organizational form, one that could revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness. As the technological infrastructure necessary to support virtual teams is now readily available, further research on the range of issues surrounding virtual teams is required if we are to learn how to manage them effectively. While the findings of team research in the traditional environment may provide useful pointers, the idiosyncratic structural and contextual issues surrounding virtual teams call for specific research attention.This article provides a review of previously published work and reports on the findings from early virtual team research in an effort to take stock of the current state of the art. The review is organized around the input - process - output model and categorizes the literature into issues pertaining to inputs, socio-emotional processes, task processes, and outputs. Building on this review we critically evaluate virtual team research and develop research questions that can guide future inquiry in this fertile are of inquiry.
Millions play Farmville, Scrabble, and countless other games, generating billions in sales each year. The careful and skillful construction of these games is built on decades of research into human motivation and psychology: A well-designed game goes right to the motivational heart of the human psyche. In For the Win, Kevin Werbach and Dan Hunter argue persuasively that game-makers need not be the only ones benefiting from game design. Werbach and Hunter, lawyers and World of Warcraft players, created the world's first course on gamification at the Wharton School. In their book, they reveal how game thinking--addressing problems like a game designer--can motivate employees and customers and create engaging experiences that can transform your business. For the Win reveals how a wide range of companies are successfully using game thinking. It also offers an explanation of when gamifying makes the most sense and a 6-step framework for using games for marketing, productivity enhancement, innovation, employee motivation, customer engagement, and more.
Prior research indicates that flow, a psychological state characterized by concentration, enjoyment, and intrinsic motivation, may be linked to creativity of individuals participating in computer-mediated meetings. A laboratory experiment was conducted to evaluate the effects of leadership style (transactional contingent reward and transformational) and anonymity level (identified and anonymous) on flow and creativity of 159 undergraduate students working in groups performing a creativity task using a Group Decision Support System (GDSS). Results demonstrated that flow mediated effects of leadership on creativity in a GDSS context, and its role may be moderated by anonymity. Results also indicated that both flow and anonymity were required for enhancing creativity in a GDSS context. Implications for practice and research are discussed.
Tens of millions of people are honing their leadership skills in multiplayer online games. The tools and techniques they're using will change how leaders function tomorrow— and could make them more effective today.
Although the availability of new information and communication technologies (ICT) may be revolutionizing learning, an understanding of how parents use these innovations is still emerging. Using online survey data from 1,653 parents across the United States, this study identified nine subgroups of parent technology users on dimensions that included their online activity frequency, devices they were using, and their attitude toward technology. Subgroups ranged from those who did a variety of activities daily, used many different devices, and had a positive attitude, to those who infrequently accessed technology, used few types of technology, and had a negative attitude. Further subgroup comparisons reveal few demographic differences characterizing technology use. However, clear differences in constraints and attitude suggest the need for assessing variations in and expanding conceptualizations of technology behavior before designing programs that rely on the Internet for delivery.
The present study investigated the association of 184 Christian faith community leaders’ self-reports of transformational leadership with the number and content of their hoped-for and feared possible selves. Possible selves were coded into life domains reflecting growth, relatedness, and existence needs (C. P. Alderfer, 1972, Existence, Relatedness, and Growth: Human Needs in Organizational Settings, New York, Free Press.). Results of mixed-design MANCOVA indicated that leaders who displayed higher levels of transformational leadership reported more hoped-for possible selves reflecting relatedness needs than leaders who displayed lower levels of transformational leadership. Results also indicated (a) more hoped-for possible selves reflecting growth needs than those reflecting relatedness and existence needs, and (b) more feared possible selves reflecting existence needs than those reflecting growth or relatedness needs, for leaders displaying either low or high levels of transformational leadership. The findings are discussed in terms of how leaders’ identities and needs motivate transformational leadership behavior, and how leadership training may be improved by encouraging participants to reflect upon their possible selves and transformational leadership behavior. (PsycINFO Database Record (c) 2013 APA, all rights reserved)
Purpose
The purpose of this paper is to chronicle the study of deviant behavior aimed at the organization, or CWB‐O, from the dawn of the Industrial Revolution to the present day.
Design/methodology/approach
Counterproductive work behaviors that have been documented and studied since the Industrial Revolution were systematically reviewed and discussed.
Findings
Over the past few centuries, employees have engaged in behaviors that harm their organizations; as organizations have become more complex, however, employees have found many more ways to engage in CWB‐O. Further, recent advances in technology have made employee CWB‐O much more ambiguous.
Research limitations/implications
The study of CWB‐Os will remain a rich area for researchers as the boundaries between work and personal life continue to blur, as employees develop new forms of CWB‐O, and as employers increase their use of technology to detect employee deviance.
Practical implications
As the penetration of technology into job roles grows and the use of personal mobile devices becomes institutionalized, managers now must decide how much company time they will tolerate their employees spending on personal issues while at work. Put another way, managers must cope with the reality that a certain amount of what was once considered deviant behavior in the workplace may now be a minimum expectation of employees.
Originality/value
This paper builds a historical foundation of the present conceptualization of CWB‐O, thereby providing scholars with a greater understanding of what past events drove the emergence of the types of CWB‐O that are prevalent today and why some counterproductive behaviors may have become less prevalent.
ABSTRACT Increasingly, organizational work is conducted by virtual teams interacting across boundaries of space and time. Despite advances in collaborative technologies, members of virtual teams often find the experience challenging and a far cry from physically “being there.” In response, immersive and interactive three-dimensional collaborative virtual environments (3D CVEs) are emerging and purported to address the shortcoming of earlier technologies. How teams will interact and ultimately perform in a 3D environment remains to be seen. In this study, drawing from group and communication theories, we explore the link between collaborative behaviors and the performance of virtual teams working in a 3D CVE. We report on the results of a controlled experiment consisting of 39 virtual teams of 91 individuals. Through cluster analysis, we identify distinct patterns of collaborative behaviors associated with differential levels of performance. Our findings provide a deeper understanding of how the unique spatial and visual characteristics of 3D CVEs may transform virtual work.
We develop and test a model linking ethical leadership with unit ethical culture, both across and within organizational levels, examining how both leadership and culture relate to ethical cognitions and behaviors of lower-level followers. The data were collected from 2,572 U.S. Army soldiers representing three organizational levels deployed in combat. Findings provide limited support for simple trickle-down mechanisms of ethical leadership but broader support for a multilevel model that takes into account how leaders embed shared understandings through their influence on the ethical culture of units at various levels, which in turn influence followers' ethical cognitions and behavior. The influences of ethical leadership occur not only directly, among immediate followers within a unit, but also indirectly, across hierarchical levels, through the cascading of ethical culture and senior leaders' influences on subordinate leader behavior. We discuss scholarly and practical implications for understanding how leaders transmit ethical influence both down and across large organizations.
Managers are increasingly required to lead individuals they rarely, if ever, see, but most leadership research still assumes frequent face-to-face interaction. To explore these relationships, the authors used a web-based survey (n = 402) and structural equation modeling techniques to determine the fit of a proposed model of leadership in both remote and proximal environments. The authors used four previously identified contextual elements: perceptions of control, prior knowledge of leader, unplanned communication, and regularly scheduled communication with leader. The findings suggest that in the remote environment, perceptions of transformational leadership mediate the relationship between these elements and individual outcomes. The same model does not fit the proximal environment, suggesting that being managed proximally differs significantly from being managed remotely and that this difference resides in the context.
This paper describes the results of a survey that was conducted to involve consumers in the design of a haptic jacket as a HCI device. It also describes how the system is designed, implemented and evaluated. The jacket contains an embedded computing system and haptic actuators that are programmed to affect its user emotionally and improve their immersion in gaming and movie watching. The prototype is composed of 6 affective haptic components: chest and neck vibration, neck warmth, heartbeat simulation, arms vibration and shivering. The paper shows that the system may be used in different applications with the proper interfacing software. Finally, evaluation shows an improvement in purpose by conducting a QoE experiment.
Cyber-loafing—using the internet for non-work purposes during work time—can lower employee productivity and expose organizations to security risks. Organizations need to control this type of behavior. We studied two control methods: internet use policies and electronic monitoring. We empirically investigated the effectiveness of these two methods and how their effectiveness is influenced by the employees’ individual differences. Based on the data collected from 209 Chinese public servants, we found that both methods can significantly lower employees’ cyber-loafing intentions. Additionally, an internet use policy is more effective for employees with a high level of self-esteem than for those with a low level of self-esteem, whereas electronic monitoring is more effective for employees with a high level of job satisfaction than for those with a low level of job satisfaction. This study advances the theoretical understanding of methods for the control of cyber-loafing and has practical implications for the mitigation of its negative effects.
Twenty years after the promise of Information Systems enabling Organizational Transformation (IS-enabled OT), what have we learned? This paper reviews the literature in order to better understand this phenomenon. As specialists in IS, strategy and organizational studies, we analyze the discourse on OT found in the strategy, organizational theory and IS literature, and identify four structuring themes: organizational inertia, process, agency and performance. We apply the coding derived from these themes to a set of 62 empirical papers and discuss the results. Ten research avenues are then identified to show that IS-enabled OT is still a new frontier for strategic information systems research.
Communication and collaboration technologies have recently given rise to unprecedented flexibility in work arrangements, including telecommuting and virtual teams with geographically distributed participants. Much research has consisted of comparing distant and collocated teams, arguing that distance constrains communication opportunities, but this effect can be countered somewhat with communication media. In an “always connected” world, however, traditional conceptualizations of distance may be less useful in that communication opportunities are virtually constant for both distant and collocated teams. Working from an adaptive structuration perspective, we argue for a more nuanced treatment of distance, looking at its more specific effects, such as regulating the probability of unexpected face-to-face encounters, and affecting individuals’ control over the release of information. We show that even in a collocated setting, members of the organization we studied enacted structures that reflected the effects of distance on their behavior, but also reflected social constraints that enabled control over information flow, and the use of language to explain their behavior and maintain positive impressions.
Using data from embedded participant-observers and a field experiment at the second largest mobile phone factory in the world, located in China, I theorize and test the implications of transparent organizational design on workers’ productivity and organizational performance. Drawing from theory and research on learning and control, I introduce the notion of a transparency paradox, whereby maintaining observability of workers may counterintuitively reduce their performance by inducing those being observed to conceal their activities through codes and other costly means; conversely, creating zones of privacy may, under certain conditions, increase performance. Empirical evidence from the field shows that even a modest increase in group-level privacy sustainably and significantly improves line performance, while qualitative evidence suggests that privacy is important in supporting productive deviance, localized experimentation, distraction avoidance, and continuous improvement. I discuss implications of these results for theory on learning and control and suggest directions for future research.
Virtual worlds (VWs) have become increasingly prominent during the past decade, populated by individual users and more recently, even “real world” firms. To effectively use a VW for business purposes, a relevant question for those firms pertains to why people use VWs and which motivational drivers might influence their participation behavior. This study offers an early analysis of the topic by extending a social influence model to explain participation behavior in a new, marketing-relevant context and identify specific motivational drivers of VW participation. Socializing, creativity, and escape emerge as individual drivers. Accounting for user heterogeneity also reveals four latent segments, each characterized by a distinct motivational driver, and one segment that reflects mixed motives. The segments differ substantially in their descriptive characteristics (e.g., usage intensity, overall spending behavior). These results have significant implications for research, VW operators, and companies doing business in VWs.
Through a qualitative review of the leadership literature, we derive two fundamental principles for codifying the last century of leadership theory and research: the locus and mechanism of leadership. Our systematic review and categorization of past theories suggests that further development of the follower, collective and context loci, and the affect mechanism is needed. Building on these insights, we propose that by simultaneously considering all five loci and four mechanisms in their theories, leadership scholars can advance a more comprehensive and integrative understanding of the leadership phenomenon. We then demonstrate the potential of using the locus and mechanism framework for examining and expanding current and future leadership theory including work on shared and strategic leadership.