The different faces of e‑leadership: Six perspectives on leading in the era of digital technologies

IF 8.2 1区管理学 Q1 MANAGEMENT Human Resource Management Review Pub Date : 2024-11-01 DOI:10.1016/j.hrmr.2024.101058

Robin Bauwens , Laura Cortellazzo

引用次数: 0

Abstract

Although leadership is critical for overcoming the challenges of digital technologies (DTs), their mutual relationships remain poorly understood. By reviewing 257 peer-reviewed articles, this study builds on adaptive structuration theory (AST) and institutional logics to identify six different relationships among leadership, DTs, and institutional properties: 1) the influence of DTs on leadership displays; 2) the influence of leadership on DTs' design and appropriation; 3) the influence of institutional properties on leadership displays; 4) the impact of institutional properties on DT-related choices; 5) the role of leadership in transforming organizations and their institutional properties; and 6) the influence of DTs on institutional properties. This study demonstrates that AST and institutional logics can foster a comprehensive understanding of the broad and sometimes contradictory findings of research on leadership and DTs. We propose a conceptual model to guide future studies.

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电子领导的不同面貌：数字技术时代领导的六个视角

尽管领导力对于克服数字技术（DTs）的挑战至关重要，但它们之间的相互关系仍然知之甚少。本研究在回顾257篇同行评议论文的基础上，基于适应性结构理论和制度逻辑，确定了领导、员工绩效与制度属性之间的六种不同关系：1)员工绩效对领导表现的影响；2)领导对设计和拨款的影响；3)制度属性对领导力表现的影响；4)制度属性对dt相关选择的影响；5)领导在组织转型中的作用及其制度属性；6) dt对制度属性的影响。本研究表明，AST和制度逻辑可以促进对领导力和DTs研究中广泛而有时相互矛盾的发现的全面理解。我们提出了一个概念模型来指导未来的研究。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.