E-leadership: Implications for theory, research, and practice

By Bruce J. Avolio, Surinder Singh Kahai, George E. Dodge. 2000

705 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e6ad4b4936cac987903531283aaa4e26f26248ee

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Citations in the corpus

Transformational leadership in context: Face-to-face and virtual teams (2009, background): “We focus on transformational leadership because of its documented effectiveness in the research literature (see Judge & Piccolo, 2004), and because theory highlights the importance of transformational leadership in virtual teams (Avolio et al., 2001; Bell & Kozlowski, 2002).”
The Role of Leadership in a Digitalized World: A Review (2019, background): “To bring clarity to this debate, the construct of e-leader has been introduced to describe a new proﬁle of leaders who constantly interact with technology (Avolio et al., 2000; see also Avolio et al., 2014 for a review).”
Leadership theory and practice: Fostering an effective symbiosis (2003, methodology): “For example, Avolio et al. (2000) focused on the use of Advanced Information Technology (AIT) as the fundamental tools of e-leadership.”
E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020, background): “Another important challenge for e-leaders is to recruit, retain, reward, and motivate globally talented employees to maintain their competitive advantage in the globalized world (Avolio et al., 2014). Similar to traditional teams, leading a virtual team requires leadership and management skills. As ”
Patterns of empowerment and leadership style in project environment (2010, background): “Few studies in the literature (Avolio et al., 2000;George et al., 1990;Kahai et al., 1997), have actually measured the amount or type of leadership present in VTs.”
Remote transformational leadership (2003, background): “However, with the advent of globalization, extended spans of control and advanced communication technology (Avolio et al., 2001), organizational leaders are frequently tasked with `̀ leading’’ employees who work in remote locations, or with leading so many employees that direct faceto-face contact o”
Employees as internal audience: how advertising affects employees’ customer focus (2010, background): “A great deal of scholarship supports the importance of employee value congruence with supervisors, leaders and organizational culture, and links value congruence to various outcomes including satisfaction, commitment, emotional engagement, trust and performance (Avolio 2000; Chatman 1991; Jung and A”
e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age (2016, methodology): “This alignment thinking is important for effective e-leadership and for successful implementation of digital projects (Avolio et al. , 2001, 2014).”