Relevant bibliographies by topics / E-leadership

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'E-leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "E-leadership"

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Avolio, Bruce J., Surinder Kahai, and George E. Dodge. "E-leadership." Leadership Quarterly 11, no. 4 (December 2000): 615–68. http://dx.doi.org/10.1016/s1048-9843(00)00062-x.

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Brunelle, Éric. "E-leadership." Gestion 34, no. 2 (2009): 10. http://dx.doi.org/10.3917/riges.342.0010.

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Kissler, Gary D. "E-leadership." Organizational Dynamics 30, no. 2 (November 2001): 121–33. http://dx.doi.org/10.1016/s0090-2616(01)00047-x.

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Gurr, David Mark. "E-Leadership." International Journal of Knowledge, Culture, and Change Management: Annual Review 5, no. 1 (2006): 103–16. http://dx.doi.org/10.18848/1447-9524/cgp/v05i01/49435.

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Balconi, Michela, and Irene Venturella. "Neuromanagement e leadership." RICERCHE DI PSICOLOGIA, no. 3 (September 2017): 337–48. http://dx.doi.org/10.3280/rip2017-003005.

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Gianni, Alessandro. "Leadership e Cambiamento." PROJECT MANAGER (IL), no. 40 (November 2019): 17–20. http://dx.doi.org/10.3280/pm2019-040005.

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D’Onofrio, Enrico. "Capitalismo e Leadership." FOR - Rivista per la formazione, no. 3 (November 2020): 11–14. http://dx.doi.org/10.3280/for2020-003002.

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Bianco, Orlando. "Leadership e progetto." EDUCAZIONE SENTIMENTALE, no. 29 (February 2018): 57–69. http://dx.doi.org/10.3280/eds2018-029007.

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Wells, Richard. "E-Quality leadership." Total Quality Management 9, no. 4-5 (July 1998): 230–36. http://dx.doi.org/10.1080/0954412988974.

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Sintiya, Endah Septa, Tony Dwi Susanto, and Ari Cahaya Puspita Ningrum. "Electronics-Leadership (E-Leadership) dalam Sektor E-Government: Literature Review." Jurnal Nasional Teknologi dan Sistem Informasi 6, no. 3 (January 9, 2021): 158–68. http://dx.doi.org/10.25077/teknosi.v6i3.2020.158-168.

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E-Leadership sebagai proses pengaruh sosial yang dimediasi teknologi informasi canggih. Baik kepemimpinan dan teknologi memiliki hubungan rekursif, masing-masing mempengaruhi dan pada saat yang sama dipengaruhi oleh yang lain; masing-masing mentransformasikan dan diubah oleh yang lain. E- leadership memainkan peran penting untuk mempengaruhi dan menggerakkan sumber daya manusia untuk mencapai tujuan organisasi. Pemerintah harus menggunakan TIK untuk meningkatkan layanan publik melalui penerapan e-government. Fenomena kemunculan e-leadership menjadi tren setelah e-government. Namun, paparan terkait e-leadership dalam e-government kurang rinci tentang e-leadership. Penelitian ini menggunakan metode tinjauan pustaka dengan mengumpulkan penelitian sebelumnya terkait dengan e-leadership yang diambil dari 4 basis data, kemudian ditemukan 4 tema yang menjelaskan penelitian tentang e-leadership di pemerintahan. Temanya adalah aspek, adopsi, efek dan pengembangan. Hasil penelitian ini menunjukkan bahwa sebagian besar penelitian terkait dengan e-leadership dasar untuk meningkatkan keterampilan kepemimpinan di pemerintahan. Kemudian simpulkan peta subjek dari masing-masing penelitian. Studi ini memberikan beberapa pedoman untuk penelitian lebih lanjut terkait dengan topik ini dan juga memberikan pengetahuan tentang trend e-leadership di sektor pemerintah.
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Dissertations / Theses on the topic "E-leadership"

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GIROSANTE, GIORGIA. "LEADERSHIP E PERFORMANCE NELLE AMMINISTRAZIONI PUBBLICHE." Doctoral thesis, Università Cattolica del Sacro Cuore, 2018. http://hdl.handle.net/10280/39864.

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Il lavoro, composto da tre articoli, si focalizza sulla relazione tra leadership e performance, indagata e osservata da molteplici punti di vista e attraverso differenti strategie di ricerca, ma sempre in un contesto pubblico o comunque mission-driven. In particolare, il primo articolo indaga la relazione tra leadership e performance organizzativa, con un duplice obiettivo: da un lato validare da un punto di vista metodologico la scala di misurazione più utilizzata, dall’altro verificarne la relazione con la performance organizzativa utilizzando una scala più parsimoniosa. Gli altri due articoli si focalizzano sulla relazione tra leadership e performance individuale: il primo esplora, attraverso un disegno di ricerca qualitativo, il ruolo del feedback fornito dal superiore nel processo di riflessione critica dei collaboratori, volto al cambiamento dei comportamenti e al miglioramento della propria performance; il secondo indaga, attraverso un disegno di ricerca sperimentale, gli effetti della credibilità dei leader sulla performance dei collaboratori, anche mediante la percezione da parte dei dipendenti dell’importanza e dell’utilità del proprio lavoro per gli altri.
The three papers included in the thesis focus on the relationship between leadership and performance, investigated and observed from multiple points of view and through different research strategies. All the papers are conducted in a public or mission-driven setting. The first article focuses on the relationship between leadership and organizational performance, with a twofold objective: on the one hand, to validate the most used measurement scale for leadership from a methodological point of view, and, on the other, to verify the relationship with organizational performance using a more parsimonious scale. The other two articles focus on the relationship between leadership and individual performance. One explores, through a qualitative research design, the role of feedback provided by the supervisor in employees’ critical reflection process, aimed at changing their behaviors and at improving their own performance. The last one investigates, through an experimental research design, the effects of leaders’ trustworthiness on the performance of employees, through the employees' perception of the task significance of their job.
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Seegel, Max Leonhard [Verfasser], and Joachim E. [Akademischer Betreuer] Fischer. "Transformational leadership and depressive symptoms: Validation of a short transformational leadership scale / Max Leonhard Seegel ; Betreuer: Joachim E. Fischer." Heidelberg : Universitätsbibliothek Heidelberg, 2020. http://d-nb.info/1209677393/34.

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Freeman, Catherine Muir. "Leadership Strategies to Create Success in Virtual Teams." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3524.

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There has been a rise in remote and virtual employees over the last 10 years with roughly 20-30 million Americans working remotely at least 1 day each week. This growth in virtual employees increases business and organizations' dependency on technology and on effective strategies to lead virtual teams. Grounded in transformational leadership theory, the purpose of this explanatory case study was to explore strategies e-leaders use in leading virtual teams effectively. The study population comprised a virtual company headquartered in the United States. The data included semistructured interviews with e-leaders with at least 1 year of experience in leading successful virtual teams, an analysis of technological tools, and a review of company documentation. Thematic analysis was conducted on the data collected via tool analysis. Three themes emerged from the analysis: focusing on results-based performance, enabling communications and collaborations through the right technologies, and investing in building and modeling the company's culture. The study's implications for positive social change include the potential to provide similar organizations with effective strategies to train their e-leaders in developing and leading more successful virtual teams. Additionally, using virtual teams can enable firms to lower direct and indirect green gashouse emissions by using fewer resources at worksites and to reduce carbon dioxide through decreased travel.
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Al-Bulushi, Yaqoob Dur Mohammed. "The effects of leadership roles on e-government performance in Oman." Thesis, University of Phoenix, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10260914.

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The Oman government developed a vision to transform the nation into a sustainable knowledge society by supporting information and communication technologies to improve government services (ITA, n.d.). According to a United Nations (2012) report, Oman ranks 64th worldwide in e-government readiness, the lowest compared to other countries in the region. The goal of this qualitative grounded theory study was to explore processes associated with selected unsuccessful e-government projects in Oman, as well as the driver of failure, and generate a model with recommendations for the role of executives in government organization for successful execution of e-government initiatives. The main findings developed into a theoretical concept for a recommended leadership model for executives in Oman to use for the successful implementation of e-government initiatives. The research was guided by three research questions: “How do leadership roles in government organizations in Oman support the success of e-government projects?”, “What leadership skills do leaders need to possess to achieve successful implementation of e-government projects?”, and “What model of e-government projects in Oman could explain or account for the value of successful leadership?”. Study participants were 25 executives from five government organizations in Oman. Four themes emerged from analyzing research data (a) there is a need for e-government, (b) the e-government creates challenges, (c) challenges require a leader, and (d) a leader with particular skills mitigates challenges and influences the way to success. Four e-government essential leadership skills emerged from the study (a) determined, (b) knowledgeable, (c) communicator, and (d) social.

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Tjernström, Jennie, and Mikaela Sehlstedt. "Digitaliseringens påverkan på ledarskapet : En kvalitativ litteraturstudie om e-ledarskapets möjligheter och begränsningar." Thesis, Umeå universitet, Sociologiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173176.

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In terms of affecting organizations’ ability to streamline their work, digital upscaling has played a major role as it allows for flexible environments and the use of digital communication tools. Digital communication tools, such as email, text messages and video calls are increasingly replacing the traditional way of meeting face to face. This puts pressure on leaders who are forced to adapt to the digital tools and its possibilities. Possibilities include a more flexible work environment which is something e-leadership has gained ground for as organizations are looking to establish a cost effective and productive workforce. However, such possibilities can also cause constrain on employee’swellbeing as it allows for work outside office hours. E-leadership has become the theoretical framework when researching the digitalization’s effect on leadership. Through a literature overview we have conducted a study based on three indicators: competence, communication and virtual teams. The findings reveal a complexity in the concept as many factors need to be accounted for. Vital for successful e-leadership is putting clear guidelines in place while making sure leaders have an understanding of the possibilities and limitations of the digital tools being used. A possibility, which has also turned out to be a limitation, is that work and leisure are becoming increasingly difficult to distinguish.
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Pelkonen, Mira, and Ronja Lundqvist. "Förändras ledarskapet när det sker på distans? : En studie om chefers upplevelse av ledarskapets förändring till distansarbete på ett IT-företag till följd av Covid-19." Thesis, Södertörns högskola, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45651.

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Covid-19 is a virus that has been rapidly spreading throughout the entire world from the start of 2020 and continued even during 2021. In a little bit over a year Sweden had more than one million confirmed cases of Covid-19. This virus has caused companies to start working remotely, by distance, to minimize the spread of the virus, which has forced employees and managers to adapt to the new way of working. The quick change to working remotely, in virtual teams, can cause challenges that require managers to adapt or change their leadership to effectively handle the transition. In this study, the purpose is to examine leadership and how managers experience the way of managing by distance. This study will also seek an understanding of which challenges and changes in the leadership that are the main consequences and also how managers have changed their way of working with motivation, communication and monitoring during remote work. To conduct the study a qualitative research method has been applied where only one company has been studied to get a deeper understanding of this phenomenon and to collect data ten semi-structured interviews were conducted and six questionnaires were sent. The company in this study is anonymous, which means that when the company is mentioned it will be by a fictitious name. The findings showed that the leadership’s main challenges were the social distance, the lack of natural encounters, the sensitive conversations and to see employees’ well-being as well as their body language. Based on the empirical evidence, the focus of motivation was perceived to be more focused on maintaining relationships and to look after the employees' health and well-being. It seems that the communication has increased in view of regular meetings and reconciliations, but also to maintain the social contact. The reconciliations are used to create an overview, not to micromanage or exercise control but instead the managers rely on trust and competence. Their leadership also seems to have become more present and more engaged with the employees. Finally, this study concludes that some aspects that managers perceive as important in their leadership are reinforced when working remotely. These are for example communication, to be present and building relationships. Additionally, there are also aspects that are not as important (development) at the same time as new aspects (well-being) are highlighted more during leadership by distance.
Covid-19 är ett virus som har haft en snabb spridning över hela världen från början av 2020 och fortsättningsvis även under 2021. Inom lite mer än ett år hade Sverige mer än en miljon bekräftade fall av Covid-19. Viruset har gjort att företag behövt börja arbeta hemifrån för att minska smittspridning, vilket tvingat medarbetare och chefer att ställa om till det nya arbetssättet och virtuella team. Att arbeta på distans kan medföra några utmaningar som ställer krav på chefer att anpassa eller förändra sitt ledarskap för att effektivt hantera omställningen. I denna studie är syftet att undersöka ledarskap och hur chefer upplever att det är att leda på distans. Studien söker även efter en förståelse för vilka utmaningar och förändringar i ledarskapet som är de huvudsakliga konsekvenserna och även hur chefer förändrat sitt sätt att arbeta med motivation, kommunikation och översyn under distansarbetet. För att genomföra studien har en kvalitativ forskningsmetod applicerats där endast ett företag har undersökts för att få en djupare förståelse för fenomenet och för att samla in data har tio semistrukturerade intervjuer genomförts och sex frågeformulär skickats. Företaget i denna studie är anonymt, vilket betyder att när företaget nämns är det med ett fiktivt namn. Resultatet visade att ledarskapets främsta utmaningar var den sociala distansen, avsaknandet av naturliga möten, känsliga samtal och att se medarbetarnas välmående samt deras kroppsspråk. Utifrån respondenterna uppfattades motivationens fokus vara mer inriktat på att vårda relationer och även att se över medarbetarnas hälsa samt välmående. Det verkar som att kommunikationen har ökat med tanke på de regelbundna mötena och avstämningarna men också för att den sociala kontakten ska bibehållas. Avstämningarna används för att få en överblick, de använder sig inte av mikromanagement för att utöva kontroll utan istället förlitar sig cheferna på förtroende och medarbetares kompetens. Ledarskapet verkar ha blivit mer närvarande med ökad delaktighet med medarbetarna. Avslutningsvis drar denna studie slutsatsen att några aspekter som chefer upplever som viktiga i deras ledarskap förstärks under distansarbete. Dessa är exempelvis kommunikation, att vara närvarande samt bygga relationer. Vidare finns det även aspekter som inte är lika viktiga (utveckling) samtidigt som nya aspekter (välmående) lyfts mer vid ledarskap på distans.
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Guerra, Nichole. "E-leadership and Leader-Member Exchange Strategies for Increasing Nonprofit Virtual Team Productivity." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4447.

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Nonprofit leaders often place new employees with little experience in challenging virtual team settings, where they are expected to meet increased service demands. Productivity failures reported in the 2015 State of the Nonprofit Sector survey revealed that 76% of U.S. nonprofit agencies experienced increased demand for services in 2014, while 52% were unable to meet those demands. Based on the e-leadership and leader-member exchange (LMX) theories, the purpose of this descriptive, single case study was to identify the leadership strategies used by nonprofit midlevel supervisors to increase productivity of virtual teams containing new employees in Colorado. A purposeful sampling method facilitated identification of participants who had experience using successful leadership strategies to increase virtual team productivity. Data were collected through face-to-face semistructured interviews with 6 virtual team leaders and the review of organizational documents that contained weekly, executive leadership minutes over a period of 25 months. Data were analyzed using thematic analysis and word frequency searches. Three themes emerged related to increasing virtual team productivity: formal and informal staff support improved productivity, cohesive team dynamics improved productivity, and effective virtual staff mobility facilitated fieldwork. Human service nonprofit leaders who are proficient with virtual team leadership strategies could increase team productivity and meaningfully advance the use of virtual teams across the industry. Increasing nonprofit, virtual team productivity contributes to social change by meeting increased service demands in underserved communities and enhancing nonprofit employees' work experiences for continued support of the nonprofit mission.
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Watson, Kelley D. "Remote management : traditional leadership behaviors in a contemporary work environment." Diss., Manhattan, Kan. : Kansas State University, 2007. http://hdl.handle.net/2097/432.

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Johnsson, Anna, Amanda Blomberg, and Anna Glowacki. "Framtidens ledarskap i e-handelsföretag : En kvalitativ studie om ledarskap i e-handelsföretag tolkat genom ledarskapsmetaforer." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-76831.

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Det finns mycket forskning inom ledarskap då det är ett relevant fenomen att studera. Det finns dock inte mycket forskning kring hur ledarskap kommer till uttryck i e- handelsföretag. Vi ville, genom en kvalitativ studie, öka vår förståelse för hur ledarskap kommer till uttryck i e-handelsföretag. Detta gjorde vi genom användningen av ledarskapsmetaforer som ett tolkningsverktyg för att få en ökad förståelse för det komplexa fenomenet. Vi utförde fyra semistrukturerade intervjuer där ledare på tre e- handelsföretag fick berätta om sina erfarenheter, tolkningar och synsätt på ledarskap. Vi upptäckte att samtliga ledare hade en likartad syn på vilka egenskaper som är viktiga och att ledarskap kommer till uttryck på ett snarlikt sätt i de olika företagen. Vi fann även att våra intervjupersoners ledarskap kan tolkas med hjälp av två nya metaforer som uppkom under studiens gång.
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Alomiri, Hamdi. "The impact of leadership style and organisational culture on the implementation of e-services : an empirical study in Saudi Arabia." Thesis, University of Plymouth, 2016. http://hdl.handle.net/10026.1/4343.

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There is a general scarcity of empirical studies investigating the impact of leadership styles on e-Government use in the service industry. This is doubly true of styles such as transformational, transactional and servant leadership. Theorised models propose that leadership style forms the desired organisational culture for implementing e-services, organisational culture being the mediator and the national culture the moderator. This research fills the empirical gap by investigating how leadership forms the organisational culture that facilitates and enhances the implementation and use of e-government in organisations in Saudi Arabia. The research was conducted through the sampling of employees in private and public sectors. While the data for the leadership styles, organisational culture and national culture were collected through the use of questionnaires designed for employees, the e-services were measured through organizations’ official websites. All data were processed and analysed using computer software (WarPPLS) and SPSS. The results support the hypothesized relationships proposed in the theoretical model, wherein all constructs under study (except for the mediating effect of National Culture (NC) on the relationship between leadership styles and organisational culture) positively affect e-services implementation, including Individualized Influence (IINF), Intellectual Stimulation (ISTIM), Individualized Support (ISUP), Contingent Reward (CR), Management by Exception (MbE), Servant Leadership (SL), Bureaucratic Culture (BC), Involvement Culture (INVC), Mission Culture (MC), Innovative Culture (INC), Task Culture (TC) and Future Culture (FC) and the mediating effect of National Culture (NC) on the relationship between organisational culture and e-services implementation. The results also indicated that specific leadership styles have direct and positive impacts on e-services implementation and indirect influences through a mediating organisational culture and a moderating national culture. The empirical findings bring new evidence in support of this proposal, indicating that specific leadership styles play crucial roles in influencing processes and outcomes within organizations. According to these results, e-services differ from one organization to another, and these variations were correlated to leadership styles and organizational culture. It was found that there were positive and significant correlations between total leadership styles (hybrid) and total organizational cultures (hybrid) in the full sample and in e-services implementation. E-services implementation increases when the mean for leadership styles rises, but types of organizational culture were also crucial factors in achieving better e-services. The national culture variable, which was used as a moderator, did not have a significant influence on the relationship between leadership style and organisational culture. Therefore, the moderating role of national culture in the relationship between leadership styles and organisational culture did not have any level of statistical significance, which means that regardless of the national culture (power distance or uncertainty avoidance) the effect of leadership style on organisational culture in the model adopted in this study appeared to be quite consistent. The study links theory to practice by explaining the subject of modern leadership styles and shows their relevance to the Saudi organisations and business environment. As such, it opens up a domain for investigating the application of modern management theories in a different culture. Although a plethora of studies have investigated the effect of factors such as organisational culture and/or national culture on e-services implementation in Saudi’s organisations, no study (to the best of this writer's knowledge) has tackled the issue of e-services implementation and leadership styles in those organisations. Therefore, studying e-services implementation and leadership styles in Saudi’s organisations is a contribution to the literature on the service industry, adding to its knowledge with a case study from a different cultural setting. The study also opens up a horizon for future research on developing the business sector, as it uses standardized tools in terms of reliability and validity within the context of the e-services implementation. Therefore, this study contributes to existing knowledge in that leadership and organisational culture are revealed to be key contributors to e-services implementation. The three leadership styles - transformational, transactional, and servant leadership - were empirically found to be appropriate styles that work well in e-services implementation projects. These styles have direct and positive benefits to e-services implementation and an indirect impact through the mediating means of organisational culture, and empirical findings bring new evidence for this notion. Moreover, the six organisational cultural dimensions were judged to be appropriate supporters of e-services implementation, specifically: involvement, mission, innovation, task-orientation, bureaucracy, and future-orientation.
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Books on the topic "E-leadership"

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Montanari, Arianna, and Tom R. Burns. Identità nazionali e leadership in Europa. Roma: Jouvence, 2001.

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Trudeau, Noah Andre. Robert E. Lee: Lessons in leadership. New York: Palgrave Macmillan, 2009.

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E-Leadership Conference (1st 2012 University of Pretoria). 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations: (E-LEADERSHIP 2012) Pretoria, South Africa 4-5 October 2012. Piscataway, N.J: IEEE, [2012], 2012.

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Global e-governance: Advancing e-governance through innovation and leadership. Amsterdam: IOS Press, 2009.

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Poli, Emanuela. Forza Italia: Strutture, leadership e radicamento territoriale. Bologna: Il mulino, 2001.

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Forza Italia: Strutture, leadership e radicamento territoriale. Bologna: Mulino, 2001.

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Poli, Emanuela. Forza Italia: Strutture, leadership e radicamento territoriale. Bologna: Il mulino, 2001.

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Galimberti, Alberto. Il metodo Renzi: Comunicazione, immagine e leadership. Roma: Armando editore, 2015.

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Wang, Victor C. X. Encyclopedia of e-leadership, counseling, and training. Hershey, PA: Information Science Reference, 2011.

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Gabbassi, Pier Giorgio. Leadership 1975-1996: Una bibliografia ragionata e commentata. Milano: FrancoAngeli, 1997.

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Book chapters on the topic "E-leadership"

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Misgeld, Manuel. "E-Leadership." In Handbuch Digitalisierung in Staat und Verwaltung, 599–609. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-23668-7_56.

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Misgeld, Manuel. "E-Leadership." In Handbuch Digitalisierung in Staat und Verwaltung, 1–11. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-23669-4_56-1.

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Kahai, Surinder, Bruce J. Avolio, and John J. Sosik. "E-Leadership." In The Wiley Blackwell Handbook of the Psychology of the Internet at Work, 285–314. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119256151.ch14.

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Anwaruddin, Awang. "e-Leadership for e-Government in Indonesia." In Millennium Development Goals and Community Initiatives in the Asia Pacific, 177–87. India: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0760-3_14.

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Singh, Amita. "e-Governance and Ethical Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–12. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_2342-1.

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Singh, Amita. "E-Governance and Ethical Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1596–607. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2342.

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Dai, Yue, Calkin Suero Montero, Tuomo Kakkonen, Mohsen Nasiri, Erkki Sutinen, Mina Kim, and Taina Savolainen. "TrustAider – Enhancing Trust in e-Leadership." In Business Information Systems, 26–37. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38366-3_3.

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van Stam, Gertjan. "Thought Leadership in e-Governance, e-Infrastructure, and e-Business in Africa." In Lecture Notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering, 49–58. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08368-1_6.

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Mishra, Punya, Danah Henriksen, Liz Owens Boltz, and Carmen Richardson. "E-Leadership and Teacher Development Using ICT." In ICT in Education in Global Context, 249–66. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-47956-8_13.

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Cuya, Miguel, and Sussy Bayona-Oré. "From E-Government to Digital Transformation: Leadership." In Proceedings of Sixth International Congress on Information and Communication Technology, 147–55. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2380-6_13.

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Conference papers on the topic "E-leadership"

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"Table of contents." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524694.

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Muganda, Nixon. "Editor's preface." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524695.

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Pretorius, HW, AC Leonard, and I. Strydom. "Towards an E-support framework for corporate governance in South Africa: A Business Process Management System approach." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524696.

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Metfula, Andile Simphiwe, and Wallace Chigona. "The impact of the composition of a public ICT Policy Network on a policy: A case of a developing country." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524697.

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Njenga, Kennedy, and Sifiso Ndlovu. "On rational choice, risk and utility in mobile banking." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524698.

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Mlay, Samali V., Ariel Ngnitedem, Victor W. A. Mbarika, Musa Moya, and Godwill Vegah. "Global Diffusion of the Internet: The internet in Rwanda." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524700.

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Treesinthuros, Wasin. "An empirical study of e-commerce visibility." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524701.

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Abrahams, Lucienne, and Mark Burke. "Innovation in monitoring and evaluation for e-development and transformational government." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524702.

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Mpazanje, Flora, and Wallace Chigona. "How the mobile phone saved properness: The case of professional women in Malawi." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524703.

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Thakur, Surendra, and Shawren Singh. "A study of some e-Government activities in South Africa." In 2012 e-Leadership Conference on Sustainable e-Government and e-Business Innovations (E-LEADERSHIP). IEEE, 2012. http://dx.doi.org/10.1109/e-leadership.2012.6524704.

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Reports on the topic "E-leadership"

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McCulloh, Ian, Grace Garcia, Kelsey Tardieu, Jennifer MacGibbon, Heather Dye, Kerry Moores, John Graham, and Daniel B. Horn. IkeNet: Social Network Analysis of E-mail Traffic in the Eisenhower Leadership Development Program. Fort Belvoir, VA: Defense Technical Information Center, November 2007. http://dx.doi.org/10.21236/ada475212.

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Lynch, Daniel J. A Comparison of the Operational Leadership of General Ulysses S. Grant and General Robert E. Lee During the American Civil War. Fort Belvoir, VA: Defense Technical Information Center, February 1996. http://dx.doi.org/10.21236/ada307454.

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Athaydes, Andreia, Gustavo Hasse Becker, Rodrigo Silveira Cogo, Mateus Furlanetto de Oliveira, and Paulo Nassar. Estudo Transcultural sobre Liderança em Relações Públicas e Gestão da Comunicação: análise quantitativa dos temas de maior importância para os brasileiros/Transcultural Study on Leadership in Public Relations and Communication Management: quantitative analysis of the issues of greatest importance to the Brazilian. Revista Internacional de Relaciones Públicas, December 2013. http://dx.doi.org/10.5783/rirp-6-2013-02-05-28.

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