The DOI matches its Crossref record, with a small difference in title or year; 39 of the 41 references it cites were found in a registry or an index.
Operationalizing the definition of e-leadership: identifying the elements of e-leadership.
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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“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
In the citing paper
“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
In the citing paper
“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
In the citing paper
“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 the citing paper
“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
Citations
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Cited by
Sorted by citations
E-Leadership and Teleworking in Times of COVID-19 and Beyond: What We Know and Where Do We Go
Contreras, F., Baykal, E., & Abid, G. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.590271 · Cited by 809
“…to be competent with the latest ICTs (Groysberg, 2014) E-leaders not only have the responsibility to adopt internet-based computer technologies in their organizations but also have to create awareness regarding these technologies to make teleworking possible and convenient (Van Wart et al., 2019).”
BackgroundInfluentialDefining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment
Roman, A. V., Van Wart, M., Wang, X., Liu, C., Kim, S., & McCarthy, A. (2019) · Public Administration Review · doi:10.1111/puar.12980 · Cited by 259
Digital Leadership: A Bibliometric Analysis
Tigre, F. B., Curado, C., & Henriques, P. L. (2023) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518221123132 · Cited by 226
Digital transformation leadership competencies: A contingency approach
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A systematic review and framework for digital leadership research maturity in higher education
Jameson, J., Rumyantseva, N. L., Cai, M., Markowski, M., Essex, R., & McNay, I. (2022) · Computers and Education Open · doi:10.1016/j.caeo.2022.100115 · Cited by 177
Metadata
- 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)
- 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
- 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
- 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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