Operationalizing the Definition of E-leadership: Identifying the Elements of E-leadership.

Abstract

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.