Operationalizing the definition of e-leadership : Identifying the elements of e-leadership

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journal

9 Scopus Citations
View graph of relations

Author(s)

Related Research Unit(s)

Detail(s)

Original languageEnglish
Pages (from-to)80-97
Journal / PublicationInternational Review of Administrative Sciences
Volume85
Issue number1
Online published28 Feb 2017
Publication statusPublished - 1 Mar 2019

Abstract

The effects of the ongoing digital revolution have been profound and have been studied in many contexts such as government interaction with the public (e-participation) and administrative structures (e-administration). However, the study of how the digital revolution has changed leaders’ interactions with followers via information and communication technologies (ICTs) has been modest, and the theory building in organizational studies and public administration has been, for the most part, nonexistent. A major reason for this lack of progress is the inability to produce an operational definition of e-leadership that spans telework, team, and enterprise settings. The article examines an exploratory case study to propose an operational definition based on six factors (or broad e-competencies) for e-leadership. Research limitations and future research opportunities are discussed.