000			01445nam a2200169 4500
999			_c510222 _d510222
008			190807b ||||| |||| 00| 0 eng d
100			_aWart, Montgomery Van et al _97829
245			_aOperationalizing the definition of e-leadership: identifying the elements of e-leadership
260			_c2019
300			_ap.80-97.
520			_aThe 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. - Reproduced.
650			_aInformation and Communication Technology _97830
650			_ae-leadership _97831
773			_aInternational Review of Administrative Sciences
906			_aLeadership
942			_2ddc _cAR