E Leadership Process and Practices

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 of how technology will be utilized to carry out management procedures. 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 sciences.

The research is suitable for the intended audience with regards to demonstrating the importance of e-leadership for the modern working environment. However, the research is limited in scope since it only demonstrates the significance of e-leadership in virtual organizations and does not include the conventional organization. To an extent, the researcher suggests that e-leadership is suitable for virtual organizations and does not consider its applicability to other types of organizations, which is a major weakness.

The source is useful in understanding the emerging form of organization and workplace and the most suitable form of leadership for such environments. Politis, J. (2014). The Effect of e-Leadership on Organizational Trust and Commitment of Virtual Teams. Proceedings of the European Conference on Management, Leadership & Governance, 254-261. The purpose of this research is to examine the effect of e-leadership on dynamics of interpersonal trust and organizational commitment of isolated employees and virtual teams.

The researcher conducted the study on a sample of 193 workers and utilized SPPS and structural equation modeling for analysis. This methodology was suitable since it helped in generating important findings by subjecting the participants to a series of factors and correlational analyses of those factors. The researcher found that e-leadership practices have considerable impacts on commitment and building trust. While it shows the need and impact of e-leadership practices, it does not show its applicability to other kinds of work teams.

The research methods employed in the study are reliable since the empirical study shows the practicality of the phenomenon under investigation. One of the shortcomings of the study is that the author's background is unknown in relation to the study. Secondly, the study does not demonstrate the applicability of this innovation to all leadership scenarios across all kinds of organizations. The limitations hinder the applicability of its findings on all organizations and work teams.

However, this study is useful with regards to the practical implications of e-leadership and its impact on organizational processes based on workers' trust and commitment. 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.