Virtual Leadership: A Review Paper

Mehtab, Khurram; Rehman, Amjad ur; Ishfaq, Saira; Jamil, Raja Ahmed

doi:10.2478/mjss-2018-0089

Cited by 20 publications

(19 citation statements)

References 21 publications

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“…Remote leaders should motivate their team members to jointly determine these standard tools and to regularly check whether these still fit (according to the organisation’s data protection rules). However, leaders and team members must have the flexibility to choose digital tools according to their tasks and needs (Goodhue and Thompson, 1995; Mehtab et al, 2017). The classification of communication technologies towards media synchronicity (Dennis and Valacich, 1999) and media richness (Daft and Lengel, 1986) in Table 1 enables leaders to carefully select digital tools.…”

Section: Discussionmentioning

confidence: 99%

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Uncovering the complexities of remote leadership and the usage of digital tools during the COVID-19 pandemic: A qualitative diary study

Krehl

Büttgen

2022

German Journal of Human Resource Management

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The COVID-19 pandemic has fundamentally changed the way people work and live. More people than ever work from home. Due to the sudden changes, leaders are faced with various challenges, such as the fear of loss of control or keeping their teams motivated. In this study, we explore the daily experiences of leaders aiming to work effectively while using digital tools and working remotely during the COVID-19 pandemic. The overarching purpose of our study is to gain a better understanding about how leaders navigate the complexities of crisis-induced remote leadership by the use of digital tools by addressing the following questions: (1) Which practices do leaders use to deal with the complexities of day-to-day remote leadership during the COVID-19 pandemic? (2) How do different digital tools fit the diverse leadership practices? (3) What drives and inhibits leaders’ effectiveness in dealing with the complexities of remote leadership during the COVID-19 pandemic? To explore these research questions, we draw on longitudinal data from 155 qualitative diaries written by 31 leaders over a five-work-day period. We identify four categories of leadership practices, namely (1) solve problems collaboratively and monitor team progress, (2) create space for socialising and teambuilding, (3) make the team feel supported and encourage feedback and (4) communicate to build a virtual culture of trust. Our findings reveal that leaders demonstrate a broad repertoire of leadership practices, whereby relation orientation is more pronounced than task orientation. Moreover, leaders tend to focus on operational and team-oriented leadership practices, and they encounter the challenge of choosing the right digital tool to match their message. Our study’s results show that they use a variety of digital tools, but video conferences seem especially suitable for supporting remote leadership practices. However, several factors have impacts on remote leadership effectiveness, which we consider in the managerial implications.

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Section: Discussionmentioning

confidence: 99%

“…Gupta and Pathak, 2018; White, 2014), virtual leadership challenges (e.g. Bell and Kozlowski, 2002; Mehtab et al, 2017) and leadership effectiveness (e.g. Kayworth and Leidner, 2002; Malhotra et al, 2007).…”

Section: Literature Review and Focus Of The Studymentioning

confidence: 99%

Uncovering the complexities of remote leadership and the usage of digital tools during the COVID-19 pandemic: A qualitative diary study

Krehl

Büttgen

2022

German Journal of Human Resource Management

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“…They can also face the challenge of controlling and monitoring individual team member activity when working remotely and avoiding procrastination by employees due to self-regulation failure and spending time on non-work activities at home as reported by (Wang, Liu, Quan, & Parker, 2021). Delegation of certain tasks by shifting managerial functions down the hierarchy has therefore been considered (Mehtab, Rehman, Ishfaq, & Jamil, 2017). It is clearly important for leaders to understand the role of trust during remote work and recognize the factors that contribute to it when virtual task delegation occurs (Dangmei, 2016) (Lukić & Vračar, 2018).…”

Section: Working Remotely: Previous Models and Lessons Learnedmentioning

confidence: 99%

Working Remotely During the COVID-19 Pandemic: Efforts of the Ministry of Education in the United Arab Emirates

AlMarar¹,

Alkhodari²,

Atia³

et al. 2021

TIJAB

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Following the global outbreak of COVID-19 pandemic, work is no longer being conducted in the traditional manner. This has created pressure on businesses to shift into a mode of remote working in order to avoid severe disruption. The United Arab Emirates (UAE) has attempted to face challenges accompanying this crisis and explore solutions with the wise vision and constant support of its leadership. This paper examines the transition of working procedures at one of the most influential entities in the UAE; the Ministry of Education (MOE). The purpose here is to shed light on how obstacles have been turned into opportunities in order for MOE employees to continue working remotely during such critical conditions. This is illustrated by the efforts of ministry departments that were interviewed for their feedback during the study. This paper provides insights into the activation of remote work in response to sudden incidents by highlighting measurements and factors that contribute to entities’ readiness for such a transition. This study analyzes the value and originality of MOE remote working practices and their impact on the wider community.

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“…There are three important roles for a virtual team leader as a connection between team's members to understand the overall environment, as a direction setter to ensure all actions are in line with team's overall goals and objectives and thirdly as an operational coordinator for the identification of right resources and development of strategies to solve the problems. 14 The e-leaders are the major link of the team, facilitating communications, creating processes, and taking up responsibility for task completion. Technology has become highly critical and the e-leaders should be able to manage the same appropriately 15 .…”

Section: The New Normalmentioning

confidence: 99%

Managing people more effectively: Challenges and best practices

Dutta¹,

Chaudhry²

2021

JMRA

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People manager is not a designation or position. It is an attitude to keep an eye on the quality of the mindset of the people. Managing people well is extremely important to achieve goals and objectives at workplace. People management skills can be acquired through experience and observation. Theses kills are positively affected by the attitudes and personalities that the managers develop and apply. This review article presents the essence of people management. While the viewpoints of the human resource management across different levels have been observed, the main skills required for effective people management have also been discussed. The role of social psychology at work is also becoming increasingly important for the people managers especially with the arrivals of the Millennials at workplace and the ongoing new normal where most of the employees worldwide are connected virtually with each other as well as with their leaders. Employees should look up to a people manager as their role model in every aspect at workplace.

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Virtual Leadership: A Review Paper

Cited by 20 publications

References 21 publications

Uncovering the complexities of remote leadership and the usage of digital tools during the COVID-19 pandemic: A qualitative diary study

Uncovering the complexities of remote leadership and the usage of digital tools during the COVID-19 pandemic: A qualitative diary study

Working Remotely During the COVID-19 Pandemic: Efforts of the Ministry of Education in the United Arab Emirates

Managing people more effectively: Challenges and best practices

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