Virtual R&amp;D Project Teams: From E-Leadership To Performance

Fernandez, Dominique Bonet; Jawadi, Nabila

doi:10.19030/jabr.v31i5.9384

Cited by 35 publications

(29 citation statements)

References 53 publications

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“…The need for leader support and for the leader to create a supportive online environment is mentioned widely in the literature, in both team and dyadic contexts (e.g. Dahlstrom, 2013; Fernandez and Jawadi, 2015; Lin et al., 2008; Snellman, 2014). Electronic media in organizational settings frequently strip out informal interactions, jocularity, and various types of normal social bonding that provide an important ingredient in a healthy organizational climate.…”

Section: Discussion: How Do the Case Study Findings Relate To Prior Findings?mentioning

confidence: 99%

“…One aspect of team motivation is related to the proper structuring of teams related to task charges, introductory activities, encouragement, etc. (Cascio and Shurygailo, 2003; Fernandez and Jawadi, 2015; Malhotra et al., 2007). A related element is holding teams and their members accountable by monitoring, reporting and milestone accomplishment (Malhotra et al., 2007) and to prevent social loafing (Bryant et al., 2009; Wang et al., 2013).…”

Section: Discussion: How Do the Case Study Findings Relate To Prior Findings?mentioning

confidence: 99%

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Operationalizing the definition of e-leadership: identifying the elements of e-leadership

Wart

Roman

Wang

et al. 2017

International Review of Administrative Sciences

166

122

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The effects of the ongoing digital revolution have been profound and have been studied in many contexts such as government interaction with the public (e-participation) and administrative structures (e-administration). However, the study of how the digital revolution has changed leaders’ interactions with followers via information and communication technologies (ICTs) has been modest, and the theory building in organizational studies and public administration has been, for the most part, nonexistent. A major reason for this lack of progress is the inability to produce an operational definition of e-leadership that spans telework, team, and enterprise settings. The article examines an exploratory case study to propose an operational definition based on six factors (or broad e-competencies) for e-leadership. Research limitations and future research opportunities are discussed. Points for practitioners E-leadership, technology-mediated leadership, has become critically important for leaders at all levels, both inside and outside of the organization. E-leadership is as much about blending technologies and traditional communication as it is about simply using more ICT-mediated communication. While there is a lot of consistency in the types of leadership skills needed in traditional and virtual environments, they are not the same and the differences are critical to success and failure. The areas in which competence in e-skills were most important included: e-communication, e-social skills, e-team building, e-change management, e-technology skills, and e-trustworthiness.

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Section: Discussion: How Do the Case Study Findings Relate To Prior Findings?mentioning

confidence: 99%

Section: Discussion: How Do the Case Study Findings Relate To Prior Findings?mentioning

confidence: 99%

Operationalizing the definition of e-leadership: identifying the elements of e-leadership

Wart

Roman

Wang

et al. 2017

International Review of Administrative Sciences

166

122

View full text Add to dashboard Cite

show abstract

“…The importance of setting a positive environment with a sense of community and responsiveness is as important in the virtual environment as in the face‐to‐face environment (e.g., Dahlstrom ; Fernandez and Jawadi ; Lin, Standing, and Liu ; McDermott ; Snellman ). Electronic media in organizational settings are cited as frequently stripping out informal interactions, jocularity, and various types of normal social bonding (Byron ).…”

Section: The Six E‐competency (Sec) Modelmentioning

confidence: 99%

“…E‐team skills have been much commented on in the literature, and most researchers assert that “virtual team leaders need to do more in virtual teams” (Kahai , 76). Basic team skills include proper group formation activities, individual responsiveness, and task management skills (Cascio and Shurygailo ; Fernandez and Jawadi ; Malhotra, Majchrzak, and Rosen ). An especially important issue in virtual environments is finding ways to hold teams and their members accountable (Bryant, Albring, and Murthy ; Hertel, Geister, and Konradt ; Johnson, Bettenhausen, and Gibbons ; Wang, Tian, and Shen ).…”

Section: The Six E‐competency (Sec) Modelmentioning

confidence: 99%

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

Roman

Wart

Wang

et al. 2018

Public Administration Review

144

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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.

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“…Alguns elementos necessários para a criação da plataforma são: comunicação abundante, interação pessoal, respeito, honestidade, consenso, reconhecimento de interesse mútuo e coordenação comportamental (Fernandez & Jawadi, 2015).…”

Section: O Líder Na Condução De Equipes Virtuais: Principais Desafiosunclassified

Liderando Equipes À Distância Uma Contextualização Necessária Sobre Liderança Remota E Equipes Virtuais

Pereira¹,

Cunha

2020

Anais Do Congresso Internacional De Conhecimento E Inovação – Ciki

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A crise causada pelo coronavirus acentuou uma tendência que já vinha ocorrendo há alguns anos: a adoção do trabalho remoto. Nos últimos meses, muitas empresas aderiram a este novo modelo que usa as tecnologias da informação e comunicação como meio para conectar líderes e liderados nas equipes virtuais. O objetivo deste artigo é identificar os desafios dos líderes e os estilos de liderança mais adequados para manter o bom desempenho de uma equipe virtual. A pesquisa foi realizada utilizando-se o método da revisão integrativa da literatura e foram analisados artigos coletados nas bases de dados Scopus e Web of Science. O estudo revelou que os principais desafios dos líderes de equipes virtuais estão relacionados com: comunicação, cooperação, estabelecimento de normas de trabalho e acompanhamento do trabalho da equipe. Além disso, a literatura não aponta um estilo ideal de liderança, mas sugere que os lideres transformacionais têm maior probabilidade de sucesso nas equipes virtuais.

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Virtual R&D Project Teams: From E-Leadership To Performance

Cited by 35 publications

References 53 publications

Operationalizing the definition of e-leadership: identifying the elements of e-leadership

Operationalizing the definition of e-leadership: identifying the elements of e-leadership

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

Liderando Equipes À Distância Uma Contextualização Necessária Sobre Liderança Remota E Equipes Virtuais

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