E-leadership: Re-examining transformations in leadership source and transmission

By Bruce J. Avolio, John J. Sosik, Surinder Singh Kahai, Bradford Baker. Leadership Quarterly, 2014

491 citations recorded by the source corpus.

Abstract At the turn of the century, the first integrative review and conceptualization of the work on e-leadership was published in The Leadership Quarterly . During the late 1990's, with the rapid rise in advanced information technology (AIT) such as the Internet, e-mail, video conferencing, virtual teams, and groupware systems (GDSS), there were a number of authors beginning to examine how AIT would transform how organizations organize their work and the implications for leadership in those organizations. Much of this discussion fell under the broad label of “virtual” with authors at that time speculating how such technology might impact how leadership was practiced and investigated. Now, over a decade later, we re-examine how the theory, research, and practice domains have evolved with respect to the work on e-leadership and its implications for the way leadership functions. In this review, we have broadened the notion of what constitutes e-leadership, considering how AIT affects the leadership dynamic, how the leadership dynamic affects the faithful or unfaithful appropriation of AIT, how AIT can and is being used to develop leadership, and ultimately how each will shape how organizations function well into the future. In sum, we examine what we've learned about e-leadership, what needs to be learned, and what might constitute emerging topics that could drive the e-leadership agenda over the next decade and beyond.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/443462dec10fec71deb3c436122a4c6f4aa6ccb3

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Citations in the corpus

The Role of Leadership in a Digitalized World: A Review (2019, background): “…or shared leadership is supposed to gain momentum, especially if it is considered a better ﬁt to the characteristics of virtual teams, such as the informal nature of its communication channels, task interdependence and team member autonomy (Avolio et al., 2014; Hoch and Kozlowski, 2014).”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, background): “According to Avolio et al. (2014), recent trends in social media, mobile, big data analytics, cloud computing and the internet of things have broadened both the range of micro-organisational behaviour sources of e-leadership in ﬂ uence and the way in which it is transmitted and received by those…”
Do new ways of working increase work engagement (2018, background): “See Avolio et al. (2014) for a literature survey on how changes such as the rise in advanced information technology and the concomitant new ways of organizing work transform leadership.”
E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020, background): “To reach that, e-leaders have to develop trust in their relationships, allowing greater exchange of ideas; they encourage information ﬂow, and generate creative solutions (Avolio et al., 2014).”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “With this up-to-date overview on the changes resulting from the digital transformation for work and leadership our paper closes an important research gap frequently highlighted by other researchers (e. g. Avolio et al., 2014; Cascio & Montealegre, 2016; Parker et al., 2017).”