“…A scholarly model for global technology leadership is therefore now timely as argued by Bowen et al . ().…”
Section: Discussionmentioning
confidence: 97%
“…(Avolio et al , , p. 617)By contrast, the definition of technology leaders cited by Bowen et al . () is more at an organisational and global level in keeping with their overall focus on global technology leadership and its relevance to educational praxis:Daugherty et al . (in press) proposes a philosophical definition of the technology leader as one who ‘Enables others to effectively and successfully use, manage, assess, and understand technologies of the designed world.…”
A discussion of the relative lack of research into e-leadership in educational technology in education is followed by an outline of selected prior literature in the field. The paper proposes that, as part of a natural evolution of educational technology research, considerably more attention needs to be focused on research and development in e-leadership. Building on selected prior literature, an updated framework of principles for effective "e-leadership" of educational technology is proposed, with specific reference to higher education, building on selected insights derived from e-leadership literature and on the author's experience of 30 years of professional practice, scholarship and research into educational technologies and leadership in education. The paper proposes the development of a new fifth "age" of educational technology research in which it is argued that more critical, selective, strategic e-leadership approaches to the adoption and use of educational technology need to be progressed through research, development and training as the field matures.
“…A scholarly model for global technology leadership is therefore now timely as argued by Bowen et al . ().…”
Section: Discussionmentioning
confidence: 97%
“…(Avolio et al , , p. 617)By contrast, the definition of technology leaders cited by Bowen et al . () is more at an organisational and global level in keeping with their overall focus on global technology leadership and its relevance to educational praxis:Daugherty et al . (in press) proposes a philosophical definition of the technology leader as one who ‘Enables others to effectively and successfully use, manage, assess, and understand technologies of the designed world.…”
A discussion of the relative lack of research into e-leadership in educational technology in education is followed by an outline of selected prior literature in the field. The paper proposes that, as part of a natural evolution of educational technology research, considerably more attention needs to be focused on research and development in e-leadership. Building on selected prior literature, an updated framework of principles for effective "e-leadership" of educational technology is proposed, with specific reference to higher education, building on selected insights derived from e-leadership literature and on the author's experience of 30 years of professional practice, scholarship and research into educational technologies and leadership in education. The paper proposes the development of a new fifth "age" of educational technology research in which it is argued that more critical, selective, strategic e-leadership approaches to the adoption and use of educational technology need to be progressed through research, development and training as the field matures.
“…Empower also allows the team to be able to assist others, such as customers, through innovative solutions to problems. (Chatterjee & Kulakli, 2015;Javed et al, 2014;Kesič & Shah, 2017 ;Iriqat & Khalaf, 2017;Bowen et al, 2013;Ekren et al, 2017;Kong, Chan et al, 2014;Keijser et al, 2016) determined the empower as e-leadership dimension. Execute refers to taking action to meet the goal, as well as evaluating the results.…”
Section: The Dimensions Of E-leadershipmentioning
confidence: 99%
“…In this way, it is possible for the team to establish changes within the team, such as changes in focus, changes in team members, or changes in processes used. (Chalterjee & Kulakli, 2015;Javed et al, 2014;Kesič & Shah, 2017 ;Iriqat & Khalaf, 2017 ;Bowen et al, 2013;Ekren et al, 2017;Kong et al, 2014;Bowen et al, 2013;Ekren et al,2017;Kong, Chan, Huang, & Cheah, 2014;Keijser et al, 2016) determined the execute as e-leadership dimension. Elastic refers to being flexible in changing the goal in order to meet the changing roles of the team.…”
Section: The Dimensions Of E-leadershipmentioning
confidence: 99%
“…Elastic is beneficial when the customer changes their requirements because the team has been prepared for possible changes and can easily redirect their processes to meet the changes. At the same time, elastic is important if there are changes within the organization (Bowen et al, 2013;Colbert et al, 2012;J. Jameson, 2013).…”
This study aims to investigate the enhancing role of building trust in the effect of e-leadership on an organizational commitment to the virtual teams in Islamic banks in Palestine. Furthermore, the article has found that: (1) Eleadership is significantly related to building trust and organizational commitment of the virtual teams in Islamic Banks in Palestine. (2) The three dimensions of e-leadership (engage, execute, and elastic) significantly predicted organizational commitment (3) building trust is significantly enhancing the effect of E-leadership on the organizational commitment in Islamic Banks in Palestine. Based on the results, the scholars recommend that banks should develop the banking procedures to be more elastic and more suitable for banking services to facilitate bank transactions.
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