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Cited by 298Corporate Management and LeadershipPublic Administration and Political AnalysisTeam Dynamics and Performance

Operationalizing the definition of e-leadership: identifying the elements of e-leadership.

Van Wart, Montgomery, Roman, Alexandru, Wang, XiaoHu, Liu, Cheol·2019·International Review of Administrative Sciences
DOI 10.1177/0020852316681446
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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. Points for practitioners E-leadership, technology-mediated leadership, has become critically important for leaders at all levels, both inside and outside of the organization. E-leadership is as much about blending technologies and traditional communication as it is about simply using more ICT-mediated communication. While there is a lot of consistency in the types of leadership skills needed in traditional and virtual environments, they are not the same and the differences are critical to success and failure. The areas in which competence in e-skills were most important included: e-communication, e-social skills, e-team building, e-change management, e-technology skills, and e-trustworthiness.

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Crossref · 10.1177/0020852316681446

Cites

39 of 39 references verified0 citation errors · 0 not checkable

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  • The study on how the current digital revolution is changing the relationship between leaders and followers has been modest.

    “Van Wart et al. (2019) asserted that the study on how the current digital revolution is changing the relationship between leaders and followers has been modest.”

    From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Van Wart et al., 2019

  • Digital environments have common problems such as email/data overload, employees' alienation, weak social relationships, poor accountability in teams, low trust, insufficient technological skills, and an inability to influence change based on commitment.

    “Digital environments have some common problems, such as email/data overload, employees’ alienation, weak social relationships, poor accountability in teams, low trust, insufficient technological skills, and an inability to influence change based on commitment (Van Wart et al., 2019).”

    From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Van Wart et al., 2019

  • Studies on e-leadership are still scarce, and knowledge of this topic is in an early stage of development.

    “Studies on e-Leadership are still scarce, the knowledge of this topic is in an early stage of development (Avolio et al., 2014; Van Wart et al., 2019).”

    From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Van Wart et al., 2019

  • There is limited knowledge on e-leadership and no theory specific to such leadership.

    “Despite being recognized much earlier, there is limited knowledge on e-leadership and no theory specific to such leadership.”

    From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Van Wart et al., 2019

  • In virtual environments, leadership influence is mediated by computer technologies, producing changes in workers' behaviors, emotions, thoughts, and performance.

    “However, in virtual environments this influence is mediated by computer technologies producing changes in behaviors, emotions, thoughts, and performance of workers (Van Wart et al., 2019).”

    From E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go (2020) · cites this paper as Van Wart et al., 2019

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Authors
Van Wart, M., Roman, A., Wang, X., & Liu, C.
Affiliations
  • Professor, California State University San Bernardino, USA
  • California State University, San Bernardino (US)
  • City University of Hong Kong (HK)
  • KDI School of Public Policy and Management (KR)
ORCID
Venue
International Review of Administrative Sciences
Publisher
SAGE Publications
Published
2017-02-28
Volume
85
Issue
1
Pages
80-97
ISSN
  • 0020-8523 (ISSN-L)
  • 1461-7226
DOI
10.1177/0020852316681446
OpenAlex
W2592008876
Cited by
298
References
41
Citations by year
2026: 44 · 2025: 50 · 2024: 63 · 2023: 54 · 2022: 49 · 2021: 22 · 2020: 12 · 2018: 3
FWCI
7.40
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
  • International Review of Administrative Sciences (publishedVersion)
  • KDI Central Archives (Korea Development Institute) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Management and Leadership
  • Social Sciences › Political Science and International Relations › Public Administration and Political Analysis
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords
digital leadership, operational definitions, information and communication technologies, remote work, virtual teams, digital communication, digital revolution, public sector leadership

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