FN Clarivate Analytics Web of Science

VR 1.0
PT J
AU Gupta, C
Pramila, S
AF Gupta, Chabi
Pramila, S.
TI Virtual Leadership - Accelerating Group Politics
SO INTERNATIONAL JOURNAL OF EARLY CHILDHOOD SPECIAL EDUCATION
LA English
DT Article
DE Virtual Leadership; Cohesive; Group Politics
ID TEAMS
AB The current scenario may present achance to hasten the expansion of leadership
capability to build those judgments. In lots of ways, the COVID-19 pandemic has
turned into an uninvited worldwide economic experiment. Despite the enormous
challenges that businesses are facing, the crisis presents opportunity to squash
leadership and spread choice-making for better quickness and resilience. Virtual
teams are becoming increasingly prevalent in today's corporate climate. As a
consequence, leading a virtual team becomes critical.
Virtual team leadership is undeniably more challenging than traditional team
leadership (Carte et al., 2006). Becoming a trusted advisor takes more time than
working in a conventional team setting. Assigned virtual leaders must also prove
their reliability (Al-Ani et al., 2011). A decade of study has helped us better
understand successful leadership in virtual teams.
How does virtual leadership affect group politics or power play? Does it exhibit
an increased level of group power play in organisations where groups are cohesive
and well organised? Do people view virtual leadership as a necessity, boon or bane?
This research will empirically discuss these issues related to virtual leadership.
Also some strategies for effective virtual leadership have been suggested during
the course of the research. Finally, it concludes that one essential to effective
virtual work in today's difficult environment is captivating a step back and
evaluating decision-making structure and allocation.
C1 [Gupta, Chabi; Pramila, S.] Christ Univ Delhi NCR, Delhi Ncr, India.
RP Gupta, C (corresponding author), Christ Univ Delhi NCR, Delhi Ncr, India.
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Carte TA, 2006, GROUP DECIS NEGOT, V15, P323, DOI 10.1007/s10726-006-9045-7
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10.1080/1369118X.2016.1161817
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3, DOI 10.1016/S0263-2373(02)00112-3]
Lee FLF, 2016, INFORM COMMUN SOC, V19, P4, DOI 10.1080/1369118X.2015.1093530
Levenson Alec, 2020, NEW LEADERSHIP CHALL
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NR 16
TC 0
Z9 0
U1 0
U2 0
PU ANADOLU UNIV
PI ESKISEHIR
PA INST FINE ARTS, ESKISEHIR, 26470, TURKEY
SN 1308-5581
J9 INT J EARLY CHILD SP
JI Int. J. Early Child. Spec. Educ.
PY 2022
VL 14
IS 5
BP 1640
EP 1646
DI 10.9756/INTJECSE/V14I5.168
PG 7
WC Education, Special
WE Emerging Sources Citation Index (ESCI)
SC Education & Educational Research
GA 3K3TF
UT WOS:000834001100021
DA 2022-11-27
ER

PT J
AU Martin, CT
AF Torres Martin, Cesar
TI Virtual leadership in educational ecosystems
SO EDMETIC
LA Spanish
DT Article
DE e-Leadership; Virtual leadership; Technology; Educational ecosystem
AB Because of the obviousness of the matter, it is undeniable that our society
could not be conceived today without digital technology. In a daily way, we can
observe around us and realize that in the various plots where our lives develop,
technological universality is a fact. In this sense, the Network and the revelation
of social networks invade our communication and interaction processes in an elusive
manner, and also impregnate and permeate organizational ecosystems.
Consequently, if we mitigate the technological conditions with the processes of
virtual communication and within the organizations, it could be deduced that the
exercise of leadership in them would be a new approach to be considered. E-
leadership or electronic leadership, although it may be more reasonable to
interpret it by virtual leadership, acquires a new direction, characterized by the
transformation, innovation and inclusion of other precise capacities for the new
forms of relationship of the members of the organization through the communication
technology that this type of leadership implies.
C1 [Torres Martin, Cesar] Univ Granada, Granada, Spain.
C3 University of Granada
RP Martin, CT (corresponding author), Univ Granada, Granada, Spain.
EM cesartm@ugr.es
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NR 54
TC 0
Z9 0
U1 1
U2 15
PU UNIV CORDOBA, FAC CIENCIAS EDUCACION
PI CORDOBA
PA AVDA SAN ALBERTO MAGNO S-N, CORDOBA, 14071, SPAIN
SN 2254-0059
J9 EDMETIC
JI EDMETIC
PY 2019
VL 8
IS 2
BP 1
EP 16
DI 10.21071/edmetic.v8i2.12004
PG 16
WC Education & Educational Research
WE Emerging Sources Citation Index (ESCI)
SC Education & Educational Research
GA IM3GF
UT WOS:000477880600003
OA Green Submitted, gold
DA 2022-11-27
ER

PT J
AU Levesque, P
AF Levesque, Pamela
TI Virtual Leadership in Nursing Education
SO NURSE EDUCATOR
LA English
DT Article
ID TEAM LEADERSHIP
AB The transition to online education with faculty teaching at a distance has
created "virtual departments" of nursing that necessitates a new way of leading.
The author discusses leadership theory and team-building methods to support leaders
engaged in virtual departments of nursing.
C1 New England Inst Technol, Dept Nursing, E Greenwich, RI 02886 USA.
RP Levesque, P (corresponding author), New England Inst Technol, Dept Nursing, 1900
Div Rd, E Greenwich, RI 02886 USA.
EM pjl2110@gmail.com
CR Crowell MD, 2011, COMPLEXITY LEADERSHI
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Marquis BL and Huston CJ, 2012, LEADERSHIP RULES MAN
Porter-OGrady T., 2010, INNOVATION LEADERSHI
NR 12
TC 1
Z9 2
U1 0
U2 10
PU LIPPINCOTT WILLIAMS & WILKINS
PI PHILADELPHIA
PA TWO COMMERCE SQ, 2001 MARKET ST, PHILADELPHIA, PA 19103 USA
SN 0363-3624
EI 1538-9855
J9 NURS EDUC
JI Nurs. Educ.
PD SEP-OCT
PY 2012
VL 37
IS 5
BP 211
EP 213
DI 10.1097/NNE.0b013e318262abb6
PG 3
WC Nursing
WE Science Citation Index Expanded (SCI-EXPANDED); Social Science Citation Index
(SSCI)
SC Nursing
GA 999YP
UT WOS:000308352100011
PM 22914280
DA 2022-11-27
ER

PT J
AU Azukas, ME
AF Azukas, M. Elizabeth
TI Leading Remotely: Competencies Required for Virtual Leadership
SO TECHTRENDS
LA English
DT Article
DE Virtual leadership; Remote leadership; Virtual leadership competencies
ID QUALITATIVE RESEARCH
AB The COVID-19 pandemic caused the largest education system disruption in history,
resulting in many districts abruptly, and often ineptly, implementing remote
learning to maintain the continuity of instruction. The majority of educational
leaders were unprepared for working and delivering instruction in virtual
environments. Research indicates that few educational leadership programs provide
preparation for leading in virtual learning environments but the COVID crisis made
clear that it is imperative for all school leaders have an understanding of virtual
leadership. The purpose of this study was to develop an understanding of the
competencies required for virtual school leadership as they relate to the
Professional Standards for Educational Leaders(P-SEL). Interviews were conducted
with 28 virtual leaders using a semi-structured interview protocol. Results
indicated that while the P-SEL Standards were categorically aligned to their work,
there were distinctive differences in the ways in which virtual school leaders
engaged their work across various leadership domains that required unique
competencies. These findings are important to our understanding of how to better
prepare educational leaders to maintain the effective continuity of instruction in
future emergencies as well as to continue to implement and improve upon promising
practices that developed during remote instruction.
C1 [Azukas, M. Elizabeth] East Stroudsburg Univ Penn, East Stroudsburg, PA 18301
USA.
RP Azukas, ME (corresponding author), East Stroudsburg Univ Penn, East Stroudsburg,
PA 18301 USA.
EM mazukas@esu.edu
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NR 49
TC 0
Z9 0
U1 12
U2 15
PU SPRINGER INT PUBL AG
PI CHAM
PA GEWERBESTRASSE 11, CHAM, CH-6330, SWITZERLAND
SN 8756-3894
EI 1559-7075
J9 TECHTRENDS
JI TechTrends
PD MAR
PY 2022
VL 66
IS 2
BP 327
EP 337
DI 10.1007/s11528-022-00708-x
EA MAR 2022
PG 11
WC Education & Educational Research
WE Emerging Sources Citation Index (ESCI)
SC Education & Educational Research
GA ZT0RG
UT WOS:000764482500001
PM 35262070
OA Green Published, Bronze
DA 2022-11-27
ER

PT J
AU Kerfoot, KM
AF Kerfoot, Karlene M.
TI Listening to See: The Key to Virtual Leadership
SO NURSING ECONOMICS
LA English
DT Article
AB Traditional leadership is becoming rarer while distance or virtual leadership is
more common because advancing technologies can support new models of health system
communication.
Successful virtual leaders learn how to cross time, space, and culture barriers
to make improvements across small and large entities.
The challenges of virtual leadership are the same as traditional leadership, but
occur in a much different venue where direct supervision and interaction are
impossible.
It is a difficult adjustment for some leaders to move from traditional
leadership modalities to the skills necessary for virtual leadership.
New skills of creating a high-performance group across diverse boundaries are
necessary.
C1 Aurora Hlth Syst, Milwaukee, WI USA.
RP Kerfoot, KM (corresponding author), Aurora Hlth Syst, Milwaukee, WI USA.
EM karlene.kerfoot@aurora.org
CR Dinnocenzo D., 2006, LEAD DISTANCE
Fisher M. D., 2001, DISTANCE MANAGER HAN
Hertel G., 2005, Human Resources Management Review, V15, P69, DOI
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Wenger E., 2002, CULTIVATING COMMUNIT
Wenger Etienne, 2009, DIGITAL HABITATS STE
WILLIAMS V, 2002, VIRTUAL LEADERSHIP
NR 6
TC 19
Z9 20
U1 0
U2 11
PU JANNETTI PUBLICATIONS, INC
PI PITMAN
PA EAST HOLLY AVENUE, BOX 56, PITMAN, NJ 08071-0056 USA
SN 0746-1739
J9 NURS ECON
JI Nurs. Econ.
PD MAR-APR
PY 2010
VL 28
IS 2
BP 114
EP +
PG 3
WC Nursing
WE Science Citation Index Expanded (SCI-EXPANDED); Social Science Citation Index
(SSCI)
SC Nursing
GA 584RY
UT WOS:000276771500007
PM 20446383
DA 2022-11-27
ER

PT J
AU Purvanova, RK
Kenda, R
AF Purvanova, Radostina K.
Kenda, Renata
TI Paradoxical Virtual Leadership: Reconsidering Virtuality Through a
Paradox Lens
SO GROUP & ORGANIZATION MANAGEMENT
LA English
DT Article
DE virtual leadership; virtuality; paradox; paradoxical tensions;
synergistic leadership
ID FACE-TO-FACE; MANAGING STRATEGIC CONTRADICTIONS; GEOGRAPHICALLY
DISPERSED TEAMS; CULTURAL-DIVERSITY; DISTRIBUTED TEAMS; COMMUNICATION
TECHNOLOGY; WORK GROUPS; MANAGEMENT; INNOVATION; MODEL
AB This conceptual article moves the conversation about virtual leadership forward
by blending extant knowledge on virtuality and on leadership. Drawing on paradox
theory, we show that virtuality is a paradox; therefore, virtual leadership's core
function is to deal with paradox. Our paradoxical virtual leadership model
introduces three distinct leadership styles: synergistic, selective, and stagnant.
Synergistic leaders view virtuality through a both-and cognitive framework,
integrate divergent forces into synergistic solutions, and engage in varied, even
opposing, behaviors to synergize virtuality's paradoxical tensions and leverage the
power of paradox. In contrast, selective leaders view virtuality through an either-
or framework, and attempt to either manage virtuality's challenges, or to
capitalize on its opportunities, thus failing to balance paradoxical tensions.
Finally, stagnant leaders adopt an avoidant framework, ignoring or avoiding
virtuality's paradoxes, and fail to lead effective virtual teams. The practical
implications of this modelespecially as they relate to how virtual leaders can
synergize paradoxical tensionsare discussed.
C1 [Purvanova, Radostina K.] Drake Univ, Dept Management & Int Business, Des
Moines, IA 50311 USA.
[Kenda, Renata] Tilburg Univ, Tilburg, Netherlands.
[Kenda, Renata] Tilburg Univ, Tilburg Sch Social & Behav Sci, Dept Org Studies,
Tilburg, Netherlands.
C3 Tilburg University; Tilburg University
RP Purvanova, RK (corresponding author), Drake Univ, Coll Business & Publ Adm, Dept
Management & Int Business, 2507 Univ Ave, Des Moines, IA 50311 USA.
EM ina.purvanova@drake.edu
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NR 89
TC 14
Z9 14
U1 3
U2 85
PU SAGE PUBLICATIONS INC
PI THOUSAND OAKS
PA 2455 TELLER RD, THOUSAND OAKS, CA 91320 USA
SN 1059-6011
EI 1552-3993
J9 GROUP ORGAN MANAGE
JI Group Organ. Manage.
PD OCT
PY 2018
VL 43
IS 5
BP 752
EP 786
DI 10.1177/1059601118794102
PG 35
WC Psychology, Applied; Management
WE Social Science Citation Index (SSCI)
SC Psychology; Business & Economics
GA GT5OC
UT WOS:000444557900004
DA 2022-11-27
ER

PT J
AU Gentilin, M
Madrigal, MAG
AF Gentilin, Mariano
Garcia Madrigal, Maria Alejandra
TI Virtual Leadership: Key Factors for Its Analysis and Management
SO MANAGEMENT REVUE
LA English
DT Article
DE leadership; virtual work; communication; trust; team cohesion
ID TEAM LEADERSHIP; TRUST; WORK; COMMUNICATION; PERFORMANCE; MODEL;
IDENTIFICATION; ANTECEDENTS; PERCEPTIONS; COMPETENCES
AB The development of information and communication technology (ICT), as well as
the situation caused by the COVID-19 pandemic, have encouraged the adoption of
nonconventional schemes of work based on virtuality. In this context, leadership
becomes one of the main challenges to organizations and teams. The purpose of this
paper is to identify the key factors related to virtual leadership and to propose a
scheme for analysing and managing teams in virtuality. After a systematic
literature review, the main results suggest that leadership in virtual environments
should be considered as a shared phenomenon and that the key factors with the
greatest impact on virtual leadership are communication, trust, and team cohesion.
The paper highlights and characterises these factors, as well as the actions that
should be taken to manage them. As a major contribution, a four-phase scheme is
proposed for the analysis and management of leadership in virtuality. Finally,
three future lines of research are suggested.
C1 [Gentilin, Mariano] Univ EAFIT, Res Grp Adm & Org, Carrera 49 7Sur 50,Bloque 26-
618, Medellin, Colombia.
[Garcia Madrigal, Maria Alejandra] Univ EAFIT, Medellin, Colombia.
C3 Universidad EAFIT; Universidad EAFIT
RP Gentilin, M (corresponding author), Univ EAFIT, Res Grp Adm & Org, Carrera 49
7Sur 50,Bloque 26-618, Medellin, Colombia.
EM mgentilin@eafit.edu.co; mgarciam@eafit.edu.co
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NR 108
TC 0
Z9 0
U1 6
U2 23
PU NOMOS VERLAGSGESELLSCHAFT MBH & CO KG
PI BADEN-BADEN
PA WALDSEESTR 3 5, BADEN-BADEN, 76530, GERMANY
SN 0935-9915
EI 1861-9908
J9 MANAG REVUE
JI Manag. Rev.
PY 2021
VL 32
IS 4
BP 343
EP 365
DI 10.5771/0935-9915-2021-4-343
PG 23
WC Management
WE Emerging Sources Citation Index (ESCI)
SC Business & Economics
GA YP7EA
UT WOS:000748783600004
DA 2022-11-27
ER

PT J
AU Sherk, KE
Nauseda, F
Johnson, S
Liston, D
AF Sherk, Karen E.
Nauseda, Fiona
Johnson, Sarah
Liston, Delphine
TI An experience of virtual leadership development for human resource
managers
SO HUMAN RESOURCES FOR HEALTH
LA English
DT Article
AB Problem: Strong leadership and management skills are crucial to finding
solutions to the human resource crisis in health. Health professionals and human
resource (HR) managers worldwide who are in charge of addressing HR challenges in
health systems often lack formal education in leadership and management.
Approach: Management Sciences for Health (MSH) developed the Virtual Leadership
Development Program (VLDP) with support from the United States Agency for
International Development (USAID). The VLDP is a Web-based leadership development
programme that combines face-to-face and distance-learning methodologies to
strengthen the capacity of teams to identify and address health challenges and
produce results.
Relevant changes: The USAID-funded Leadership, Management and Sustainability
(LMS) Program, implemented by MSH, and the USAID-funded Capacity Project,
implemented by IntraHealth, adapted the VLDP for HR managers to help them identify
and address HR challenges that ministries of health, other public-sector
organizations and nongovernmental organizations are facing.
Local settings: Three examples illustrate the results of the VLDP for teams of
HR managers:
1. the Uganda Protestant and Catholic Medical Bureaus
2. the Christian Health Association of Malawi
3. the Developing Human Resources for Health Project in Uganda.
Lessons learnt: The VLDP is an effective programme for developing the management
and leadership capacity of HR managers in health.
C1 [Sherk, Karen E.; Nauseda, Fiona; Johnson, Sarah; Liston, Delphine] Management
Sci Hlth, Cambridge, MA USA.
RP Sherk, KE (corresponding author), Management Sci Hlth, Cambridge, MA USA.
EM ksherk@msh.org; fionacrimes@yahoo.com; sjohnson@msh.org;
delphine.liston@gmail.com
NR 0
TC 10
Z9 10
U1 0
U2 18
PU BIOMED CENTRAL LTD
PI LONDON
PA CURRENT SCIENCE GROUP, MIDDLESEX HOUSE, 34-42 CLEVELAND ST, LONDON W1T
4LB, ENGLAND
SN 1478-4491
J9 HUM RESOUR HEALTH
JI Hum. Resour. Health
PD JAN 8
PY 2009
VL 7
AR 1
DI 10.1186/1478-4491-7-1
PG 3
WC Health Policy & Services; Industrial Relations & Labor
WE Social Science Citation Index (SSCI)
SC Health Care Sciences & Services; Business & Economics
GA 433KU
UT WOS:000265203500001
PM 19133140
OA Green Published, gold
DA 2022-11-27
ER

PT J
AU Ziek, P
Smulowitz, S
AF Ziek, Paul
Smulowitz, Stacy
TI The impact of emergent virtual leadership competencies on team
effectiveness
SO LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL
LA English
DT Article
DE Communication; Virtual teams; Emergent Leadership
ID PERFORMANCE
AB Purpose - The research on virtual team leadership does well to describe the
skills that are needed to guide and direct effective teams. However, what is
presupposed in the previous research is that virtual teams have assigned leaders.
That is, leaders were either management, appointed by management or were chosen by
the team itself. Yet in today's global economy not all virtual teams have assigned
leaders, instead many virtual team leaders emerge on their own to direct the
group's actions. The purpose of this paper is to examine which emergent leadership
competencies most impact virtual team effectiveness.
Design/methodology/approach - This is a mixed method study where both a
participant survey and content analysis of actual participant messages are used to
determine the competencies of emergent virtual team leaders. The research
participants for the current study were required to work in assigned teams on
organizational case analyses. At the end of each case, teams presented their
solutions in the form of final recommendations designed to fix the problem present
in the case.
Findings - Results indicate that not only do leaders emerge in virtual teams,
but in most cases multiple leaders emerge. Results also show that the model that
best describes team effectiveness includes the competencies of asking questions,
cognitive and creative ability and vision setting.
Originality/value - The contribution of the current study is that it extends the
research on emergent virtual team leadership by introducing the idea that this type
of leadership is often a collective action among individuals. It also advances a
model of emergent virtual team leadership as a practice of communication. The
better emergent virtual team leaders are at communicating to team members the more
effective the team will be in completing tasks and projects, which in turn can lead
to a more effectively functioning business unit.
C1 [Ziek, Paul] Pace Univ, Dept Media Commun & Visual Arts, Pleasantville, NJ 08232
USA.
[Smulowitz, Stacy] Univ Scranton, Dept Commun, Scranton, PA 18510 USA.
C3 Pace University; University of Scranton
RP Ziek, P (corresponding author), Pace Univ, Dept Media Commun & Visual Arts,
Pleasantville, NJ 08232 USA.
EM pziek@pace.edu
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NR 40
TC 13
Z9 14
U1 2
U2 85
PU EMERALD GROUP PUBLISHING LTD
PI BINGLEY
PA HOWARD HOUSE, WAGON LANE, BINGLEY BD16 1WA, W YORKSHIRE, ENGLAND
SN 0143-7739
EI 1472-5347
J9 LEADERSHIP ORG DEV J
JI Leadersh. Org. Dev. J.
PY 2014
VL 35
IS 2
BP 106
EP 120
DI 10.1108/LODJ-03-2012-0043
PG 15
WC Management
WE Social Science Citation Index (SSCI)
SC Business & Economics
GA AP3MD
UT WOS:000341979200001
DA 2022-11-27
ER

PT J
AU Bizilj, S
Bostjancic, E
Socan, G
AF Bizilj, Sanja
Bostjancic, Eva
Socan, Gregor
TI Perceived Efficacy of Virtual Leadership in the Crisis of the COVID-19
Pandemic
SO CHANGING SOCIETIES & PERSONALITIES
LA English
DT Article
DE COVID-19 pandemic; virtual leadership; leadership efficacy; work from
home; communication technology
ID SELF-EFFICACY; PERFORMANCE; TEAMS; BEHAVIOR
AB As a crisis response to the COVID-19 pandemic, many companies quickly
established virtual leadership systems and enabled employees to continue their work
from home. This cross-sectional research addresses virtual leadership efficacy
assessed by the leaders and by their employees. The findings suggest that leaders
evaluate themselves significantly better than their employees, and their leadership
efficacy mainly depends on their previous experience of working from home and
ability to use communication technologies. This research contributes to the
understanding of the factors that have the biggest influence on the belief in
leadership efficacy in the context of a rapidly evolving system of remote work.
C1 [Bizilj, Sanja; Bostjancic, Eva; Socan, Gregor] Univ Ljubljana, Ljubljana,
Slovenia.
C3 University of Ljubljana
RP Bizilj, S (corresponding author), Univ Ljubljana, Ljubljana, Slovenia.
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gregor.socan@ff.uni-lj.si
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Z9 1
U1 10
U2 29
PU URAL FEDERAL UNIV PUBLISHING CENTER
PI YEKATERINBURG
PA 4, TURGENEV ST, YEKATERINBURG, 620000, RUSSIA
SN 2587-6104
EI 2587-8964
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PY 2021
VL 5
IS 3
BP 389
EP 404
DI 10.15826/csp.2021.5.3.141
PG 16
WC Sociology
WE Emerging Sources Citation Index (ESCI)
SC Sociology
GA XL7ZV
UT WOS:000728360700005
OA Green Submitted, gold
DA 2022-11-27
ER

PT J
AU Loucks, S
Ozogul, G
AF Loucks, Susan
Ozogul, Gamze
TI Preparing Business Students for a Distributed Workforce and Global
Business Environment: Gaining Virtual Leadership Skills in an Authentic
Context
SO TECHTRENDS
LA English
DT Article
DE Authentic; Leadership; Online learning; Situated learning; Virtual teams
ID TEAMS
AB There is an increased demand for a skilled workforce that is prepared for work
in today's digital economy, which is often done in virtual teams. Thus, while many
students today have little or no experience working in this mode, they are often
placed in virtual teams early in their careers. We argue that that if students have
the opportunity to acquire virtual leadership skills in an authentic setting in
their undergraduate program, they will be more prepared when they are placed in
virtual teams and virtual leadership roles in the workplace. An instructional
strategy was implemented in a large online undergraduate business course to provide
students with the experience of working in virtual teams in an authentic setting
and the findings of the study highlight the importance of organization, technology
management, communication, managing student perceptions, and coaching when using
this strategy to teach virtual leadership and virtual team skills.
C1 [Loucks, Susan; Ozogul, Gamze] Indiana Univ, 1309 E Tenth St, Bloomington, IN
47405 USA.
C3 Indiana University System; Indiana University Bloomington
RP Loucks, S (corresponding author), Indiana Univ, 1309 E Tenth St, Bloomington, IN
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TC 1
Z9 1
U1 0
U2 17
PU SPRINGER INTERNATIONAL PUBLISHING AG
PI CHAM
PA GEWERBESTRASSE 11, CHAM, CH-6330, SWITZERLAND
SN 8756-3894
EI 1559-7075
J9 TECHTRENDS
JI TechTrends
PD JUL
PY 2020
VL 64
IS 4
SI SI
BP 655
EP 665
DI 10.1007/s11528-020-00513-4
EA MAY 2020
PG 11
WC Education & Educational Research
WE Emerging Sources Citation Index (ESCI)
SC Education & Educational Research
GA MB0OP
UT WOS:000536445400002
DA 2022-11-27
ER

PT J
AU Ayalew, M
Ayenew, Z
AF Ayalew, Muluken
Ayenew, Zerihun
TI Do Paradoxical Virtual Leadership and Emotional Intelligence have
Relationships? In Particular from Technology Dependence, Geographical
Dispersion, and Human Capital Tensions
SO INTERNATIONAL JOURNAL OF ORGANIZATIONAL LEADERSHIP
LA English
DT Article
DE Paradox; Virtual Leadership; Emotional Intelligence
ID SHARED LEADERSHIP; TEAMS; MODEL; COMMUNICATION; OUTCOMES; WORKING;
LOOKING
AB This study intended to investigate issues on the relationship between
paradoxical virtual leadership and emotional intelligence; accordingly, two main
questions were addressed; the first one was, investigating what is known and
unknown about the concept of paradoxical virtual leadership; and the second
question was to describe the relationship between paradoxical virtual leadership
and emotional intelligence, in the existing literature. In this regard,
methodologically, the study was employed narrative review strategy and 38 relevant
studies were selected from various research databases, to answer the raised
questions shown earlier. And also, the findings of the studies presented
descriptively using content analysis method. As the findings of this study revealed
that the major focuses of the previous studies were limited to transformational
leadership style, emotional intelligence, virtual teams, and information
communication and technology. This shows sufficient studies were not yet conducted
on the relationship of virtual leader's (except transformational leadership style)
and emotional intelligence from the paradoxical tensions such as geographical
dispersion and human capital. Therefore, it is recommended to employee Purvanova
and Kenda's model and Goleman's model in combination, to assess their relationships
in a comprehensive manner. (c) CIKD Publishing
C1 [Ayalew, Muluken; Ayenew, Zerihun] Jimma Univ, Dept Management, Jimma, Ethiopia.
C3 Jimma University
RP Ayalew, M (corresponding author), Jimma Univ, Dept Management, Jimma, Ethiopia.
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NR 147
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Z9 0
U1 11
U2 13
PU CANADIAN INST KNOWLEDGE DEVELOPMENT - CIKD
PI VANCOUVER
PA 210-128 West HASTINGS ST, VANCOUVER, BC, CANADA
SN 2383-1103
EI 2345-6744
J9 INT J ORGAN LEADERSH
JI Int. J. Organ. Leadersh.
PD WIN
PY 2022
VL 11
IS 1
BP 1
EP 25
PG 25
WC Management
WE Emerging Sources Citation Index (ESCI)
SC Business & Economics
GA 0B1PJ
UT WOS:000774413800001
DA 2022-11-27
ER

PT J
AU Hutajulu, RS
Susita, D
Eliyana, A
AF Hutajulu, Richard Surungan
Susita, Dewi
Eliyana, Anis
TI The Effect of Digitalization and Virtual Leadership on Organizational
Innovation During the COVID-19 Pandemic Crisis: A Case Study in
Indonesia
SO JOURNAL OF ASIAN FINANCE ECONOMICS AND BUSINESS
LA English
DT Article
DE Organizational Behavior; Virtual Leadership; Transformational
Leadership; Trust; Emotional Intelligence; Communication
ID TRANSFORMATIONAL LEADERSHIP; SERVANT LEADERSHIP
AB In the last decade, the effect of digitalization was the most cited issue in
economic discourse, especially since technological advances, automation, and
artificial intelligence are the key to the future discussions. Unemployment is one
of the most important and continuous debates, especially in times of crisis due to
the COVID-19 pandemic. Therefore, this study aims to analyze the influence of
leadership style in innovation organizations to deal with the crisis. In this
study, a non-probability purposive sampling method was used. A total of 377
respondents were from LinkedIn social media in Indonesia, with the criteria of
employees who have worked for at least 6 years. The structural equation model was
analyzed with Amos 25.0. The results show that virtual, servant, and
transformational leadership influence employee creativity. Moreover, employee
creativity strongly influences organizational innovation; therefore, a new model
was found to meet the challenges during the COVID-19 pandemic crisis, which is
leadership. Therefore, these results are useful for managers to overcome challenges
during the COVID-19 pandemic crisis to manage employee creativity for a better
innovative organization and make science a reference for finding solutions to the
global wave of unemployment in the revolution 5.0 era.
C1 [Hutajulu, Richard Surungan] Jakarta State Univ, Doctoral Programm Management
Sci, Kota Jakarta Timur 13220, Daerah Khusus I, Indonesia.
[Susita, Dewi] Jakarta State Univ, Fac Econ, Kota Jakarta Timur, Daerah Khusus
I, Indonesia.
[Eliyana, Anis] Airlangga Univ, Fac Econ & Business, Surabaya, Indonesia.
C3 Airlangga University
RP Hutajulu, RS (corresponding author), Jakarta State Univ, Doctoral Programm
Management Sci, Kota Jakarta Timur 13220, Daerah Khusus I, Indonesia.
EM richard.hutajulu@gmail.com
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NR 51
TC 6
Z9 6
U1 12
U2 21
PU KOREA DISTRIBUTION SCIENCE ASSOC
PI GYEONGGI
PA HANSHIN OFFICETEL STE 1030, 2463-4, SHINHEUNG-DONG SUJEONG-GU, SEONGNAM,
GYEONGGI, 461-713, SOUTH KOREA
SN 2288-4637
EI 2288-4645
J9 J ASIAN FINANC ECON
JI J. Asian Financ. Econ. Bus.
PD OCT
PY 2021
VL 8
IS 10
BP 57
EP 64
DI 10.13106/jafeb.2021.vol8.no10.0057
PG 8
WC Business
WE Emerging Sources Citation Index (ESCI)
SC Business & Economics
GA XH8EC
UT WOS:000725660000007
DA 2022-11-27
ER

EF