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Journal articles on the topic 'E-leadership'

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

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1

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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2

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

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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

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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12

Gurr *, David. "ICT, Leadership in Education and E‐leadership." Discourse: Studies in the Cultural Politics of Education 25, no. 1 (March 2004): 113–24. http://dx.doi.org/10.1080/0159630042000178518.

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13

AVOLIO, BRUCE J., and SURINDER S. KAHAI. "Adding the “E” to E-Leadership:." Organizational Dynamics 31, no. 4 (January 2003): 325–38. http://dx.doi.org/10.1016/s0090-2616(02)00133-x.

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14

Conroy, Mervyn. "Leadership, Resistenza e Innovazione." SALUTE E SOCIETÀ, no. 1 (February 2015): 80–101. http://dx.doi.org/10.3280/ses2015-001007.

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15

Orlandini, Matteo. "Leadership e terzo settore." SOCIOLOGIA E POLITICHE SOCIALI, no. 2 (May 2010): 119–38. http://dx.doi.org/10.3280/sp2010-002006.

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16

del Valle García Carreño, Ingrid. "Emergent leadership: E-leadership implications for virtual education." Revista de Estudios para el Desarrollo Social de la Comunicación 10 (November 2014): 308–24. http://dx.doi.org/10.15213/redes.n10.p309.

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17

Van Wart, Montgomery, Alexandru Roman, XiaoHu Wang, and Cheol Liu. "Operationalizing the definition of e-leadership: identifying the elements of e-leadership." International Review of Administrative Sciences 85, no. 1 (February 28, 2017): 80–97. http://dx.doi.org/10.1177/0020852316681446.

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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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18

Cook, Sarah Gibbard. "E-Learning Requires Teaching E-Leadership Online." Women in Higher Education 19, no. 12 (December 2010): 7. http://dx.doi.org/10.1002/whe.10124.

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19

Van Wart, Montgomery, Alexandru Roman, XiaoHu Wang, and Cheol Liu. "Opérationnalisation de la définition du e-leadership : identification des éléments du e-leadership." Revue Internationale des Sciences Administratives 85, no. 1 (2019): 85. http://dx.doi.org/10.3917/risa.851.0085.

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20

Barberis, Paolo, Lucia Montauti, and Sergio Simoni. "Leadership tra industria e innovazione." PROJECT MANAGER (IL), no. 30 (April 2017): 11–13. http://dx.doi.org/10.3280/pm2017-030003.

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21

Montauti, Lucia. "Startup innovative e leadership agile." PROJECT MANAGER (IL), no. 30 (April 2017): 32–36. http://dx.doi.org/10.3280/pm2017-030008.

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22

CASCIO, WAYNE F., and STAN SHURYGAILO. "E-Leadership and Virtual Teams." Organizational Dynamics 31, no. 4 (January 2003): 362–76. http://dx.doi.org/10.1016/s0090-2616(02)00130-4.

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23

Cascio, Wayne F., and Stan Shurygailo. "E-Leadership and Virtual Teams." IEEE Engineering Management Review 36, no. 1 (2008): 79. http://dx.doi.org/10.1109/emr.2008.4490142.

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24

Lynn Pulley, Mary, and Valerie I. Sessa. "E‐leadership: tackling complex challenges." Industrial and Commercial Training 33, no. 6 (November 2001): 225–30. http://dx.doi.org/10.1108/00197850110405379.

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25

Tomlinson, Harry. "Leadership development and e-learning." Management in Education 15, no. 5 (December 2001): 6–10. http://dx.doi.org/10.1177/08920206010150050601.

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26

Jawadi, Nabila. "E-Leadership and Trust Management." International Journal of Technology and Human Interaction 9, no. 3 (July 2013): 18–35. http://dx.doi.org/10.4018/jthi.2013070102.

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Trust is considered a key factor in virtual team performance and outcomes. Recent studies suggest that e-leaders significantly contribute to trust development in their teams and that their contributions depend on the team’s level of virtuality. The purpose of this paper is to analyze the behaviors and practices that enable e-leaders to build trusty relationships in their teams. Using leadership behavioral complexity theory, we focus on the roles played by e-leaders in managing their teams. To this end, we conducted a large survey with virtual team members. The results highlight the importance of the roles of rational goals and human relations in trust management. With regard to the effects of virtuality, distance is found to have a significant negative moderator effect on the contribution of leadership to trust development, while the moderator effect of ICT use is positive.
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27

Garcia Carreño, Ingrid Del Valle. "e-Leadership: A Bibliometric Analysis." International Journal of Advanced Corporate Learning (iJAC) 13, no. 1 (March 27, 2020): 19. http://dx.doi.org/10.3991/ijac.v13i1.12341.

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The e-leadership have been studied, during the late 1990s, with the rapid rise in advanced information technology (AIT) tools as the Internet, e-mail, video conferencing, what sap, virtual teams, virtual learning platforms. This research covers a deep review of the literature between 1990 - 2019 and the source data are derived from the Web of Science (WoS), in order to reveal the holistic landscape of this field, VOSviewer as popular visualization tools are em-ployed to process the bibliographic data. We use VOSviewer, the most related terms in this field were obtained by co-occurrence analysis from abstracts and keywords. The terms and its clusters were illustrated on a graphs and density maps were utilized. Also, findings show that the literature refer explicitly to e-leadership, there are a number of interesting insights to be found in the theoretical articles. Paper concludes with recommendations for further multidisciplinary re-search at the intersection of the fields of companies, educational technology and educational management, focusing on values, strategy, organization and leader-ship interactions, teaching and learning at all levels.<br /><br />
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28

Toni, Roberto. "Ormoni della leadership e dinosauri." L'Endocrinologo 19, no. 6 (December 2018): 324–27. http://dx.doi.org/10.1007/s40619-018-00501-0.

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29

Vils, Leonardo, and Gustavo Viegas Rodrigues. "Leadership B.S. – Jefrey Pfeffer e a Indústria da Liderança." Revista Ibero-Americana de Estratégia 15, no. 01 (March 1, 2016): 147. http://dx.doi.org/10.5585/riae.v15i1.2340.

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30

Capogna, Stefania, Alessandro Figus, and Stefano Mustica. "The Challenges for Digital Society: Education and E-Leadership." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 4, no. 3 (2018): 12–19. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.43.2002.

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The way in which digital technologies have transformed our everyday lives is before our eyes. Such technologies now appear to be physical and cognitive prostheses that give meaning and continuity to our daily work, radically redefining the times, the spaces and the ways of our daily living. These changes pose new challenges in training leaders able to lead the socio-economic changes. This process of general increase of complexity in our society is leading to the emergence of a new socio-economic and organizational model that we are not able to understand and govern yet, opening up scenarios of profound inequalities and new risks. We are in the middle of a crossroads of opposing tensions which do not find explanations in univocal interpretations but demand a collective effort to understand the renewed role which university can have in advanced modernity. What are the great challenges of the future? How can human development be pursued in the context of the changes and uncertainties that characterize our times? Trying to define the boundaries of this radical change is just the first step in an effort to understand today’s complexity.
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31

Avolio, Bruce J., John J. Sosik, Surinder S. Kahai, and Bradford Baker. "E-leadership: Re-examining transformations in leadership source and transmission." Leadership Quarterly 25, no. 1 (February 2014): 105–31. http://dx.doi.org/10.1016/j.leaqua.2013.11.003.

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32

Onofri, Simone, and Claudia Spagnuolo. "I paradossi della leadership e l'innovazione." PROJECT MANAGER (IL), no. 30 (April 2017): 14–16. http://dx.doi.org/10.3280/pm2017-030004.

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33

Wang, Victor X. "E-Leadership in the New Century." International Journal of Adult Vocational Education and Technology 2, no. 1 (January 2011): 50–59. http://dx.doi.org/10.4018/javet.2011010105.

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This article argues that E-leadership emerged out of technological development among all other major developments in our society. In the virtual environment, leaders are required to lead followers by using different approaches. This is not to say that traditional leadership has no place in the new virtual environment characterized by the constant use of technology. Rather, traditional leadership and leadership style studied and conceptualized by researchers and scholars enhance E-leadership supported by Rogers’ facilitative leadership. Leadership theories are meant to be applied to practice. Further, leadership theories can be applied in part or in whole. They are not ideologies that must be followed to the letter.
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34

Tino, Concetta, Daniela Frison, and Monica Fedeli. "Leadership femminile e valore trasformativo dell'esperienza." EDUCATIONAL REFLECTIVE PRACTICES, no. 1 (September 2018): 70–86. http://dx.doi.org/10.3280/erp2018-001005.

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35

d'Ambrosio Marri, Luciana. "Apprendere una leadership responsabile e sostenibile." FOR Rivista per la formazione, no. 96 (January 2015): 43–44. http://dx.doi.org/10.3280/for2013-096010.

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36

Tashiro, Hisato, Antonio Lau, Junichiro Mori, Nobuzumi Fujii, and Yuya Kajikawa. "E-mail networks and leadership performance." Journal of the American Society for Information Science and Technology 63, no. 3 (November 8, 2011): 600–606. http://dx.doi.org/10.1002/asi.21667.

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37

Callans, David J. "Mark E Josephson: Characteristics of Leadership." Arrhythmia & Electrophysiology Review 6, no. 1 (2017): 6. http://dx.doi.org/10.15420/aer.2017.6.1:ed2.

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Mark Josephson is without a doubt the most fascinating person I have ever met. I am proud to have had a close friendship with him and I miss him immensely. I have written in the past about his amazing academic contributions, but in a way I am relieved that this is not my topic today. I will instead talk about the unique aspects of his personality that allowed him to be a great leader in the field of electrophysiology and a powerful influence on the personal development of those of us who had the great good fortune of interacting with him closely.
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38

ZACCARO, STEPHEN J., and PAIGE BADER. "E-Leadership and the Challenges of Leading E-Teams:." Organizational Dynamics 31, no. 4 (January 2003): 377–87. http://dx.doi.org/10.1016/s0090-2616(02)00129-8.

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39

Sideri, Maria, Angeliki Kitsiou, Ariadni Filippopoulou, Christos Kalloniatis, and Stefanos Gritzalis. "E-Governance in educational settings." Internet Research 29, no. 4 (August 5, 2019): 818–45. http://dx.doi.org/10.1108/intr-05-2017-0178.

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Purpose Even though social media are nowadays used in the frame of public governance to ensure citizens’ major participation, enhance e-dialogue and e-democracy consequently, this utilization has not been expanded yet in the field of education, whose key role focuses on the cultivation of active citizenship, as it is promoted through participation. The purpose of this paper is to examine leadership’s views of Greek Secondary and Tertiary Education on the potential use of social media for participatory decision-making processes in order to identify if the e-participation model could be implemented in the Greek education field as in other public domains. Design/methodology/approach An exploratory research was elaborated, employing a survey design of quantitative method in order to explore Greek educational organizations leadership’s perspectives toward social media usage in participatory decision-making processes. Findings The research reveals Greek educational leadership’s positive view on the potential effects of social media usage in participatory decision-making processes and highlights anticipated benefits as well as problems to be faced, indicating the foundation for Greek leaders to implement social media in their leadership practices and exploit their affordances as in e-governance shifts. Practical implications Bringing the concept of e-participation and crowd sourcing model – key features in e-governance initiatives through social media usage – in education field, Greek educational leadership is informed to consider social media utilization more methodically in the context of participatory decision-making processes, updating simultaneously existing leadership practices. Originality/value Up till now, social media usage in participatory decision-making processes in educational settings has hardly received attention.
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40

C.P, Yudha Herlambang, and Tony Dwi Susanto. "E-Leadership: The Effect of E-Government Success in Indonesia." Journal of Physics: Conference Series 1201 (May 2019): 012025. http://dx.doi.org/10.1088/1742-6596/1201/1/012025.

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41

Taghaboni-Dutta, Fataneh, and Betty Velthouse. "e-Learning, Virtual Universities, and Academic Leadership." Journal of the World Universities Forum 1, no. 1 (2008): 69–76. http://dx.doi.org/10.18848/1835-2030/cgp/v01i01/56892.

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42

Konting, Mohd Majid. "Leadership Development for Sustainability of E-Learning." Procedia - Social and Behavioral Sciences 67 (December 2012): 312–21. http://dx.doi.org/10.1016/j.sbspro.2012.11.334.

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43

Oh, Siew Pei, and Yan Piaw Chua. "An Explorative Review of E-Leadership Studies." International Online Journal of Educational Leadership 2, no. 1 (February 12, 2018): 4–20. http://dx.doi.org/10.22452/iojel.vol2no1.2.

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44

Horner-Long, Penny, and Richard Schoenberg. "Does e-Business Require Different Leadership Characteristics?" European Management Journal 20, no. 6 (December 2002): 611–19. http://dx.doi.org/10.1016/s0263-2373(02)00112-3.

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45

Alos-Simo, Lirios, Antonio J. Verdu-Jover, and Jose-Maria Gomez-Gras. "How transformational leadership facilitates e-business adoption." Industrial Management & Data Systems 117, no. 2 (March 13, 2017): 382–97. http://dx.doi.org/10.1108/imds-01-2016-0038.

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Purpose The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture. Design/methodology/approach The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms. Findings The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption. Originality/value Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.
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46

Cook, Andrew. "Effective clinical leadership in A&E." Emergency Nurse 4, no. 3 (November 1996): 24–25. http://dx.doi.org/10.7748/en.4.3.24.s6.

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47

Lee, Margaret R. "E-ethical leadership for virtual project teams." International Journal of Project Management 27, no. 5 (July 2009): 456–63. http://dx.doi.org/10.1016/j.ijproman.2008.05.012.

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48

Kulshreshtha, Kushagra, and Gunjan Sharma. "Understanding e-leadership: Please mind the gap." Technological Forecasting and Social Change 168 (July 2021): 120750. http://dx.doi.org/10.1016/j.techfore.2021.120750.

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49

Santucci, Umberto. "Il loop caordico e la leadership distribuita." PROJECT MANAGER (IL), no. 3 (September 2010): 4–5. http://dx.doi.org/10.3280/pm2010-003003.

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50

De Nardis, Paolo. "Editoriale. Leadership e partecipazione nella societŕ complessa." RIVISTA TRIMESTRALE DI SCIENZA DELL'AMMINISTRAZIONE, no. 3 (September 2011): 5–10. http://dx.doi.org/10.3280/sa2011-003001.

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