Out of Sight, Out of Mind: Turnover Intentions through an eLeadership Lens

Abstract

The basis for this research is founded on the emerging eLeadership theory and the need for retention of qualified leadership in organizations that either are required to or elect to adopt information communication technology (ICT). Development of the eLeadership theory is still in its nascent stage and thus the use of theoretical foundations it is built upon are used to measure and understand the influencing factors of an eLeader's turnover intention. The researchers in this study propose a research model of eLeader's turnover intention and develop propositions using eLeader's relationship with followers, transformational leadership ability, technology selfefficacy, and organizational engagement as its core constructs. Data from this research is proposed to be collected using qualified surveys and findings. This research is expected to make a significant contribution and enrich the developing body of eLeadership literature so that more empirical data is available for future researchers interested in measuring constructs related to eLeadership.

Enhancing Team Performance in The Digital Age: Impact of Technologically Moderated Communication in The Interplay of E-Leadership & Trust

“…Lilian (2014) underscored the pivotal role of leaders' comprehension regarding the impact of information and communication on teamwork, which is integral for steering organizational success among the challenges of virtual context. However, communication technologies and the absence of non-verbal cues make this process more complex in virtual teams (Lovelace and Dantu, 2019). E-leaders bear the responsibility of cultivating an environment where team members are well-informed, where each member perceives equitable access to the eleader's guidance, and where inclusivity prevails, ensuring every individual feels valued (Neeley, 2020).…”

“…Trust is rooted in relationships and fosters a robust leader-follower dynamic (Lovelace and Dantu, 2019). It is the e-leader's duty to foster and cultivate trust among team members.…”

“…Nabilla et al (2023) discovered that trust has a favorable impact on employee trust in job performance through engagement. Remote workers who feel empathy and care from their leader may feel trust and safe which encourages them to express new ideas and creative thinking (Lovelace and Dantu, 2019;De Vries et al, 2019). Employees empowered with the autonomy to navigate their career tasks will show more engagement in their workplace (Wojcak et al, 2016).…”

“…The absence of engagement and interactions between employees can hinder problem-solving and result in decreased performance (Wojcak et al, 2016). Furthermore, building high-quality relationships within the organization has been consistently linked to elevated levels of engagement, organizational commitment, and job satisfaction, ultimately contributing to enhanced employee and organizational performance (Grant et al, 2019;Lovelace and Dantu, 2019). Moreover, virtual teams have the potential to boost employee engagement and retention, primarily because of the increased flexibility that virtual work arrangements offer to employees who require or prefer such flexibility (Hunsaker and Hunsaker, 2008).…”