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E-Leadership
Albidewi, I. (2014, June). E-Leadership System: A Futuristic Vision. International Journal of Business and Management Review, 2(2), 91-101.
This research was carried out to describe the concept of electronic leadership (e-leadership) with regards to its role in enabling higher leadership. The author also sought to examine the role of e-leadership in transforming conventional leaders into effective e-leaders with the capability to exploit time, effort, and space in order to enhance organizational development. Through the study, the researcher concludes that e-leadership is an important component for holistic leadership and organizational development since traditional leadership in ineffective in determining an organization's vision. The theoretical framework for conducting this study is the technological revolution that has transformed the modern workplace and the art of leadership. However, the author does not effectively define e-leadership and demonstrate how it enhances organizational development in comparison to traditional leadership.
The author conducts the research from an IT background since he works in the information systems department of King Abdul-Aziz University. Given his leadership role and IT background, the author is suitable to conduct a research on electronic leadership. Despite providing important insights, this study is limited in scope since it's not based on extensive research but predictions...
Therefore, the study's conclusions are not reliable because of their dependence on predictions rather that comprehensive research. Nonetheless, the source is still useful with regards to understanding the concept of e-leadership and its applicability in management processes in an organization.
Mohammad, K. (2009). E-Leadership: The Emerging New Leadership for the Virtual
Organization. Journal of Managerial Sciences, 3(1), 1-21.
This study was carried out to examine the concept of e-leadership as an emerging form of leadership for modern organizations. The research was conducted on the basis that new organizational forms and new workplace that have emerged recently are contributing to the need for a new concept and form of leadership. The conceptual perspective for this research is suggestions by extensive literature review that e-leadership is the logical by-product of electronic work environment created by technological advancements and their integration in organizational procedures. Using an extensive literature review, the author concludes that e-leadership is the new leadership form that is suitable for the new organizational form (i.e. virtual organization) and new work environment (i.e. e-environment).
The author's background provides a good basis for conducting the study since he is a research scholar in the field of management…
Savolainen, T. (2014). Trust-Building in e-Leadership: A Case Study of Leaders' Challenges and Skills in Technology-Mediated Interaction. Journal of Global Business Issues, 8(2), 45-56.
The purpose of this study is to investigate e-leadership practices in light of necessary skills for leaders and challenges they are likely to face in the electronic or virtual context of business management. The researcher conducted the analysis on the premise that the modern business environment is digitized and characterized by electronic relationships that continue to affect business management. Therefore, the theoretical perspective of the research is e-relationships, which is a new context for interaction in the modern society including the working environment. A qualitative methodological approach has been utilized for the case study of e-leaders, which found that e-leadership is relatively different from conventional leadership in relation to its nature and features.
The research methodology provides reliable findings since the case study provides practical experiences of e-leaders in relation to their practices in the organization. Moreover, the author's background and work in handling trust within organizations enhances the reliability of findings. This study is appropriate for the audience i.e. e-leaders since it highlights important processes for building trust when using e-leadership to manage virtual organizations and electronic work environments. However, it's limited with regards to applicability of e-leadership across all organizations. Nonetheless, it's useful with regards to understanding important practices in e-leadership that would help enhance organizational commitment through trust building.
Louis and Smith (1991) identify such congruence as an indicator of the quality of work life influencing levels of teacher engagement with their work." An appreciation by teachers of a significant gap between their current practices and those implied by the changes being proposed within their schools." perception, on the part of teachers, that participating in the school's change initiative is a significant but achievable challenge. Shedd and Bacharach (1991)
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
However, the sum total of the organization's output extends beyond the realm of the quantifiable. Qualitative measures also exist, and they can impact on the quality of the organization's output as well. It can be argued that even qualitative outputs will eventually impact on quantitative outputs. Ford's loss of reputation as the result of the Pinto scandal, for example, cannot be quantified but the sales and profit decreases that
Leadership Experiences Leadership stands out as one of the most discussed topics in both business and organizations. It is almost impossible to turn on a television, open a newspaper, or attend a conference without an issue touching on leadership occurs. Several definitions have been put forth in a bid to explore the concept and elements of leadership. However, there seems to be a consensus on the aspect that leadership enlists the
The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are