Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

Abstract

While many aspects of the dramatic shifts caused by digital government have made enormous progress, the leadership of those who serve the public via electronic means has yet to take a significant step forward. This article addresses three questions: How significant has e-leadership become? What are the challenges in trying to create a more comprehensive model of defining and measuring e-leadership? And, based on current knowledge, what skill and behavioral elements are candidates for a concrete e-leadership model? The authors develop and test an original model that focuses on e-leadership as a competence in virtual communications (i.e., the use of ICT-mediated communications) and the digital opportunities and challenges that are created. The results provide strong support for the proposed model. The article concludes with a discussion of a future agenda for e-leadership research that can be developed in a manner that is fruitful for theory and practitioners. Evidence for Practice• Leadership is as much virtual as it is face-to-face today; e-leadership is an important and distinctive ability in organizational management that can lead to more effective organizational functioning. • An effective e-leader communicates clearly, provides adequate social interaction, and demonstrates technological know-how through and within virtual environments. • In the long term, effective e-leadership builds responsible teams, sets effective accountability processes, inspires change, and develops trust virtually. • E-leadership is a set of technology-mediated social influencing processes intended to change attitudes, feelings, thinking, behavior, and performance within organizations. • Six competencies lead to effective e-leadership: e-communication, e-social skills, e-change skills, e-team skills, e-tech savvy, and e-trustworthiness.

How to lead with digital media effectively? A literature-based analysis of media in a E-leadership context

“…There are numerous ways of communicating within an organization (from the classical examples like email, phone, videoconference to more advanced ones such as document and knowledge exchange programs). Moreover, various software platforms, websites and interfaces are now used as a part of an internal feedback system aimed at achieving better communication and performance (Roman, et al, 2018). Although face-to-face communication is still the most popular way of communicating in a business environment, studies have shown that more than 75% of communication at work (other than face-to face) is now being conducted through email or telephone, depending on the type of assignment.…”

The effects of national cultures on two technologically advanced countries: The case of e‐leadership in South Korea and the United States

“…However, despite acknowledgement of the critical role public sector managers play in delivering public sector innovation (Houghton, Foth, & Hearn, 2018; Van der Wal, 2017; Van Wart, 2013), limited attention has been paid to micro‐level research focused on public manager leadership behaviours and effectiveness. We examine e‐leadership and innovation capacity at the individual public manager level and address the lack of studies focused on the individual and group levels of analysis in changing public sector work environments, including the growth in virtual communication (Roman et al., 2019; Van Wart, 2014). We also draw on a study comparing South Korea and the United States, thereby addressing the issue of underrepresentation of Asian countries in public sector innovation literature (Van de Wal, 2017).…”

“…Despite the widespread increase in the adoption of different aspects of e‐leadership, the field of study examining the relationship between leadership and ICTs has been largely overlooked outside team contexts (e.g. Cascio & Shurygailo, 2003; Hunsaker & Hunsaker, 2008; Malhotra, Majchrzak, & Rosen, 2007) and some recent studies (Liu et al., 2018; Roman et al., 2019). Despite calls from Avolio and his colleagues at the turn of the 21st century to investigate e‐leadership (Avolio, Kahai, & Dodge, 2001), many years later his team reported little concrete work had been done, stating that ‘[t]he gap between the practice and implementation of AIT [advanced information technologies] and what we know about its effects has grown over the last decade’ (Avolio, Sosik, Kahai, & Baker, 2014, p. 126).…”

“…The detailed review and literature are well discussed in the articles of Van Wart, Roman, Wang, and Liu (2017, 2019) and Roman et al. (2018).…”

Ordo Ab Chao? Complexity and Its Implications

“…Given that cybersecurity threats are constantly evolving, adapting to these changes will necessitate a constant commitment from local government employees to ensure success. Roman et al () emphasize the importance of leadership in such fluid environments. The authors suggest that e‐leadership is an important and distinctive ability in public organizations and that such leaders communicate clearly, provide adequate social interaction, and demonstrate technological know‐how through and within virtual environments (p. 1).…”