The role of E-leadership in ICT utilization: a project management perspective

Wang, Xiaohu; Wei, XiaNan; Wart, Montgomery Van; McCarthy, Alma; Liu, Cheol; Kim, Soonhee; Ready, David

doi:10.1007/s10799-021-00354-4

Cited by 13 publications

(13 citation statements)

References 65 publications

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“…The methodological choice of using elite informants extends the current methodological landscape of e-leadership research. Since existing e-leadership studies have gathered data from company employees (Braun et al, 2019), middle managers (Darics, 2020) or university students (Van Wart et al, 2019;Wang et al, 2022), our study builds a more comprehensive understanding of top managers' media selection and interaction goals in e-leadership.…”

Section: Implications For Theorymentioning

confidence: 99%

Top managers' media selection and interaction goals in e-leadership

Salin,

Koponen

2024

ITP

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PurposeDrawing on media richness theory and a framework of interpersonal communication goals, this study investigates how and why the IT industry's top managers use communication media to achieve their interaction goals in e-leadership.Design/methodology/approachA qualitative research approach is applied to understand top managers' communication media use and interaction goals. The empirical data were gathered through semi-structured interviews with 33 top managers from large IT companies and analysed using theory-guided thematic and ideal-type analyses.FindingsTop managers were categorized into three types, based on their communication goals through face-to-face communication. Relationship-oriented top managers pursued relational and communal goals, whereas task-oriented ones wished to achieve instrumental and communal goals. Task- and relationship-oriented top managers pursued relational, instrumental, and communal goals. This study indicates that communal, instrumental, relational, and self-presentational goals influence managers' communication media selection.Originality/valueThis study brings new knowledge to the management communication research field. It expands the framework of interpersonal communication goals by identifying communal goals as a new category, in addition to existing instrumental, relational and self-presentational goals. This study suggests that media richness theory could be advanced by recognizing that a broader set of communication goals – including communal, instrumental, relational, and self-presentational – influences managers' communication media selection.

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Section: Implications For Theorymentioning

confidence: 99%

Top managers' media selection and interaction goals in e-leadership

Salin,

Koponen

2024

ITP

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“…Quanto ao papel ativo das pessoas em papel de gestão de projetos no desenvolvimento da confiança da equipe de projetos, existe uma relação positiva quando há uma certa clareza e confiança entre os membros e a pessoa no papel de gestão pois o papel moderador da liderança fortalece a relação entre a comunicação do projeto e a confiança (Majeed;Kayani;Haider, 2021;Parker;Kunde;Zeppetella, 2017;Wang et al, 2022). Por esse motivo, é necessário ter vários graus de confiança nessa relação, visto que a confiança total e incontestável, invariavelmente, leva a um pensamento de grupo que dificulta a tomada de decisões críticas em um ambiente de projetos.…”

Section: Análise E Discussãounclassified

A relação da comunicação entre as pessoas em papel de gestão em equipes locais e geograficamente dispersas de projetos

Calheira,

Penha,

Silva

et al. 2024

Inter. J. Sci. Manag. Tour.

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Dentro das organizações, a comunicação tem como objetivo transmitir a informação relevante de maneira segura, por meio de comunicados e instruções, acompanhamento de trabalhos e delegação de tarefas. Apesar disso, em um contexto de projetos, os membros das equipes muitas vezes não conseguem se comunicar e compartilhar conhecimento de forma eficaz, sendo tais tarefas responsabilidade da pessoa em papel de gestão, que visam, de certo modo, manter a comunicação regular entre todas as partes interessadas. Desse modo, as pessoas em papel de gestão de projetos contribuem para que as expectativas das partes interessadas sejam compreendidas, atendidas e compartilhadas como um todo. Assim, alguns elementos influenciam a comunicação de uma organização, gerando efeitos positivos e/ou negativos nas equipes de projetos. Como destaque dessa relação, a comunicação entre as pessoas em papel de gestão e a equipe de projetos ocorre em virtude da competência de cada indivíduo, que empregam alguns procedimentos para se manter uma boa comunicação com os membros da equipe. No decorrer desse processo, tanto as pessoas em papel de gestão como os indivíduos de uma equipe de projetos enfrentam determinadas barreiras, e para minimizarem esse cenário, podem utilizar determinados métodos para que as equipes de projetos, tanto locais como geograficamente dispersas, possam se comunicar da melhor maneira possível durante todo o ciclo de vida do projeto. Nesse contexto, o objetivo deste artigo foi descrever a relação da comunicação entre as pessoas em papel de gestão e a equipe de projetos locais e geograficamente dispersas.

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“…Such effort could positively effect members' work efficiency if there is strong trust between the leader and members (Roman et al, 2019). There can be found research that also endorsed the role of e-trust and postulated that building trust is the most fundamental factor that underpins other leadership responsibilities during the COVID-19 crisis (Wang et al, 2022).…”

Section: The Role Of E-trust During a Crisis Caused By A Black Swan E...mentioning

confidence: 99%

“…The situation expediated ICT tool integration and leadership transformation so that newly emerged e-leaders can successfully manage a crisis and utilize the dynamic capabilities of their employees (Bufquin et al, 2021), because of their ability to strenghten positive influences and mitigate negative ones. Leaders who intend to build trust through ICTs start as early as the project initiating and planning stage, so to create an amicable dynamic which can better orient tasks and responsibilities (Wang et al, 2022) and enable proper use of EDC. In certain situations, such as short-term project virtual teams, even though e-trust is relatively transient and dependent upon the project lifespan, e-trust is still proven to be an essential success factor throughout the project development.…”

Section: The Role Of E-trust In Strengthening the Edc-jp Modelmentioning

confidence: 99%

The influence of e-trust on a job performance model based on employees’ dynamic capabilities during a crisis caused by a Black Swan event

Tworek¹,

Luo²,

Paška³

et al. 2023

JEMI

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PURPOSE: In a crisis such as the COVID-19 pandemic, employees play a key role in the ability to survive and achieve both sufficient and outstanding performance in the organization. Therefore, both the characteristics of people in the organization and the possibility of influencing the improvement of their performance at work, have become the focus of attention of scientists and practitioners. In this context, the purpose of this article is to analyze the role of e-trust in strengthening the influence of employees’ dynamic capabilities on the job performance of employees among organizations operating under the conditions of the COVID-19 pandemic. METHODOLOGY: An empirical study was performed based on the Employees’ Dynamic Capabilities model. In order to verify the potential relations, empirical studies were conducted in 1200 organizations located in Poland, Italy and USA. The companies were selected on the basis of the purposive manner. The structured questionnaire was prepared and the CAWI (Computer-Assisted Web Interview) method was used in this research. The reliability of the scales used in the survey was tested and afterwards a multigroup path analysis was performed using IBM SPSS AMOS. The model was verified, confirming the presumed relationships between the variables. FINDINGS: It has been proven that the higher the level of e-trust is, the stronger the influence of EDC is on job performance of organizations operating under a crisis caused by a Black Swan event mediated by P-J fit, work motivation, job satisfaction and work engagement. IMPLICATIONS: This study contributes to the current knowledge of management, in particular human resource management. In the theoretical area, the relationships between the factors influencing job performance in the difficult conditions of the crisis caused by the Black Swan event were described. On the other hand, from a practical point of view, indications on how to shape leadership behavior during remote work, with particular emphasis on the e-trust aspect, seem to be important. ORIGINALITY AND VALUE: This research enriches the considerations regarding the existing Employees’ Dynamic Capabilities model. The role of the e-trust factor, which is an important part of e-leadership, in the context of the impact on this model was indicated and discussed. The conclusions are a solid step in the development of knowledge about managing employees during remote work, which not only became a solution for the time of the crisis, but was also permanently introduced to the current work organization.

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The role of E-leadership in ICT utilization: a project management perspective

Cited by 13 publications

References 65 publications

Top managers' media selection and interaction goals in e-leadership

Top managers' media selection and interaction goals in e-leadership

A relação da comunicação entre as pessoas em papel de gestão em equipes locais e geograficamente dispersas de projetos

The influence of e-trust on a job performance model based on employees’ dynamic capabilities during a crisis caused by a Black Swan event

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