Oct 01, · As such, our review reflects an interesting plurality that exists within the wider leadership literature regarding the theoretical status of LMX (e.g., Lee, Willis, & Tian, ). Clearly, the lack of conceptual clarity regarding LMX is an issue that needs to be addressed Review of the Literature This study investigated the relationships of course structure, learner interaction (with each other and the instructor), and instructor presence, considering a previous study by Eom et al. () as a model upon which to expand. Using structural equation modeling to examine the May 20, · Prior work includes eight systematic literature reviews surveying various topics related to distance collaboration. These topics fall into two categories: investigations of virtual teams in the domain of distributed software development (DSD) and explorations of the factors that influence collaboration in broader contexts
Shared leadership - Wikipedia
Try out PMC Labs and tell us what you think. Learn More. Digital technology has changed organizations in an irreversible way. Like the movable type printing accelerated the evolution of our history, digitalization is shaping organizations, work environment and processes, creating new challenges leaders have to face.
Social science scholars have been trying to understand this multifaceted phenomenon, distributed leadership literature review, findings have accumulated in a fragmented and dispersed fashion across different disciplines, and do not seem to converge within a clear picture. To overcome this shortcoming in the literature and foster clarity and alignment in the academic debate, this paper provides a comprehensive analysis of the contribution of studies on leadership and digitalization, identifying patterns of thought and findings across various social science disciplines, such as management and psychology.
It clarifies key definitions and ideas, distributed leadership literature review the main theories and findings drawn by scholars. Further, it identifies categories that group papers according to the macro level of analysis e-leadership and organization, digital tools, ethical issues, and social movementsand micro level of analysis the role of C-level managers, leader's skills in the digital age, practices for leading virtual teams.
Main findings show leaders are key actors in the development of a digital culture: they need to create relationships with multiple and scattered stakeholders, and focus on enabling collaborative processes in complex settings, while attending to pressing ethical concerns.
With this research, we contribute to advance theoretically the debate about digital transformation and leadership, offering an extensive and systematic review, and identifying key future research opportunities to advance knowledge in this distributed leadership literature review. The findings of the latest Eurobarometer survey show the majority of respondents think digitalization has a positive impact on the economy 75 percentquality of life 67 percentand society 64 percent European Commission, Indeed, people's daily lives and businesses have been highly transformed by digital technologies in the last years.
Digitalization allowed to connect more than 8 billion devices worldwide World Economic Forum,modified information value and management, and started to change the nature of organizations, their boundaries, work processes, and relationships Davenport and Harris, ; Lorenz et al.
Digital transformation refers to the adoption of a portfolio of technologies that, at varying degrees, have been employed by the majority of firms: Internet IoTdigital platforms, social media, Artificial Intelligence AIMachine Learning MLand Big Data Harvard Business Review Analytic Services, At macro levels, the shift toward different technologies is setting the agenda for new mechanisms of competition, industry structures, work systems, and relations to emerge.
At the micro level, distributed leadership literature review, the digitalization has impacted on business dynamics, processes, routines, and skills Cascio and Montealegre, Across different sectors and regardless of organization size, companies are converting their workplaces into digital workplaces. As observed by Haddud and McAllenmany jobs now involve extensive use of technology, and require the ability to exploit it at a fast pace.
Yet, digitalization is being perceived both as a global job destroyer and creator, driving a profound transformation of job requirements. In result, leaders need to invest in upskilling employees, in an effort to support and motivate them in the face of steep learning curves and highly cognitively demanding challenges. Moreover, increased connectivity and information sharing is contributing to breaking hierarchies, functions and organizational boundaries, ultimately leading to the morphing of task-based into more project-based activities, wherein employees are required to directly participate in the creation of new added value.
As such, the leadership role has become vital to capture the real value of digitalization, notably by managing and retaining talent via better reaching for, connecting and engaging with employees Harvard Business Review Analytic Services, ; World Economic Forum, However, leaders need to be held accountable for addressing new ethical concerns arising from the dark side of digital transformation. For instance, distributed leadership literature review, regarding the exploitation of digitalization processes to inflict information overload onto employees, or to further blur the lines between one's work and personal life.
In the last few decades, leadership scholars have been trying to monitor the effects of digitalization processes. Part of the academic debate has been focused on the role of leaders' ability to integrate the digital transformation into their companies and, at the same time, inspire employees to embrace the change, which is often perceived as a threat to the current status quo Gardner et al.
To bring clarity to this debate, the construct of e-leader has been introduced to describe a new profile of leaders who constantly interact with technology Avolio et al. Despite the increasing interest in discussing the relationship between digital technology and leadership, distributed leadership literature review, contributions have accumulated in a fragmented fashion across various disciplines.
It also suggests that scholars have relied on multiple theoretical models to explain the phenomenon. Indeed, if, on one hand, it is clear that organizations are distributed leadership literature review due to technological improvements, on the other hand, the way in which the transformation is occurring remains under debate. Furthermore, due to the fast-changing development and implementation of digital technology, there is a need to continuously update and consider the latest contributions to the topic.
This article addresses the aforementioned issues by offering a systematization of the literature on digitalization and leadership that has been accumulating across different disciplines, distributed leadership literature review adopting an interdisciplinary approach and providing a systematization of articles from different fields that analyze digitalization and leadership.
Specifically, the present article reviews the literature on how the advent of digital technologies has changed leaders and leadership roles. Moreover, it structures and summarizes the literature, considering both theoretical frameworks and distributed leadership literature review findings, and fostering the understanding of both the content of the debate and its practical underpinnings.
Lastly, reflecting on the findings of this review, we offer suggestions for future directions of research. The present review draws on the following boundary conditions. First, distributed leadership literature review relied on a broad definition of leadership, in which the leader is understood as a person who guides a group of people, an organization, or empowers their transformational processes.
Second, we excluded studies referring to market or industry leaders, in which the leader is represented by an organization. Third, we considered studies that clearly referred to a distributed leadership literature review or technological distributed leadership literature review. Fourth, we did not include studies in which there was not a clear link between information technology and leadership e.
Therefore, our review was guided by the following research questions: i What are the main theoretical frameworks guiding the academic discussion on digital transformation and leadership? ii What are the main categories emerging from the contributions that address the relationship between digital transformation and leadership?
And iii Which are the main future directions of research that scholars should consider? This paper is structured as follows: First, it describes the methodology used; Second, it proposes a classification of findings based on theoretical frameworks and content, distributed leadership literature review. Finally, it describes implications of our findings for both research and practice, and proposes directions for future research.
The aim of this paper is to investigate how the debate on digital transformation and leadership has evolved in recent years, to identify key theories and findings, and to propose potential future directions of research. To answer our research questions, we use a mixed method approach, that involves both quantitative research through standard databases and qualitative coding Crossan and Apaydin, ; Peteraf et al. We collected papers from the Scopus database, one of the most widely used sources of scientific literature Zupic and Čater, We also checked Web of Science and Ebsco databases in order to avoid missing articles.
Because we did not find any relevant distinction between these databases regarding this topic, we chose to use Scopus only. Distributed leadership literature review firstly accessed the database on September 1st, Since our research questions concerned the academic discussion on digital transformation and leadership, the scope of our search was limited to academic articles not only from peer-reviewed journals but also from unpublished sources, such as unpublished manuscripts.
Non-academic books and other publications were outside the scope of our study and were therefore excluded from our search. The keywords were used as a selection criterion for the topic title, keywords, or abstract, distributed leadership literature review.
We searched peer-reviewed papers published in English, in journals focusing on the following subject areas: Business, Management, and Accounting; Psychology; and Social Science, without any additional selection restrictions.
We decided to scan articles published in other areas than Business and Management since the topic is covered by several disciplines. These criteria resulted in an initial sample of articles, distributed leadership literature review. The following figure Figure 1 shows how the debate grew sinceand significantly expanded since In order to avoid a potential publication bias O'Boyle et al. The initial sample comprised articles. The second step within our data collection process involved a qualitative selection of articles.
We first considered publications with at least one citation among those published beforedistributed leadership literature review that the number of citations is a common criterion of scientific rigor and impact in academia Garfield, distributed leadership literature review,; Peteraf et al. As citation-based methods may discriminate against recent publications Crossan and Apaydin,we kept all papers published after Based on the assumption that top journals publish high quality papers, we discarded studies that were not included within the first journals appearing in the Scimago list within the Management and Business, Social Science, distributed leadership literature review, and Psychology areas.
Then, both peer-reviewed articles and conference proceedings were filtered based on the assessment of whether the abstracts were in alignment with the topic and the boundary conditions.
Articles were selected based on the following criteria: i the leader was a person who guides a group, organization, or empowers their transformational processes; ii there was a clear reference to digital or technological transformation; iii there was a clear link between information technology and leadership.
Articles that focused on either digital transformation or leadership only were excluded, as well as papers that were outside our boundary conditions, such as studies on industry leaders using digital platforms. Figure 2 summarizes the selection criteria and the boundary conditions used to scan the articles. The search criteria resulted in a final dataset of 54 studies. In order to map the origin and evolution of the academic debate on digital transformation and leadership, a systematic coding analysis was conducted on the entire set of articles.
Then, the iterative reading and discussion of the final dataset of articles highlighted the following emerging categories that guided our analysis Strauss and Corbin, : i theoretical or empirical papers; ii research methodology; iii level of analysis micro and macro ; iv definition of leadership and digitalization; v main themes distributed leadership literature review objectives of the article; v main underlying theories; vi field of study e, distributed leadership literature review.
Based on this coding scheme, the three authors independently read and coded all articles. Subsequently, they discussed their coding attribution until an agreement on the final coding of each article was reached.
The final database comprises 54 articles, of which 42 are peer-reviewed papers published by 33 journals, while the remaining 12 papers are conference proceedings see Table 1.
Regarding the peer reviewed articles in our dataset, most of them stem from Economic, Business and Management 22 articlesand Information and Communication Sciences 10 articles. Only three studies come from the Psychology discipline. The novelty of the topic and the breadth of journals in which it is published confirms that the field of digital transformation and leadership has garnered interest from several difference disciplines. Such fragmentation of the literature and the different perspectives it has enabled, distributed leadership literature review, justifies the need for systematization and alignment of future research.
As for the conference proceedings, half of the articles come from international and distributed leadership literature review conferences advancing the debate of digital transformation in business, such as the International Conference on Electronic Business, the Scandinavian Conference on Information Systems, the IEEE Conference on e-Learning, e-Management and e-Services.
As shown in Figure 1the early s witnessed an initial interest in the topic, when pioneering work began to consider the changes that digitalization brings in the area of leadership and how the concept and practice of leadership are affected by new technologies Avolio et al. However, distributed leadership literature review, it has been mostly over the last decade that the topic garnered seesawing attention.
It is plausible to assert that the much stronger impact that technological development has had within organizations recently, and the expectation that technological evolution will be even more disruptive in the near future, has accelerated the distributed leadership literature review on the topic, distributed leadership literature review.
Indeed, while all peer-reviewed articles distributed leadership literature review our sample are from on, 60 percent were published after As for conference proceedings, we only considered the contributions presented after in order to understand how the debate has been developing in recent years. Regarding the level of analysis micro vs. macrothe majority of contributions within our sample are at the micro-level 30 articleswhile 24 adopt a macro perspective. Within the latter, it is interesting to notice that a considerable number of articles do not pertain to the management field.
As to the type of contribution, the majority of articles in our sample 37 are empirical distributed leadership literature review, while only a few articles are conceptual.
This imbalance reveals there is still a lack of theorization about the impact of technology on leadership. Nevertheless, in the next session we systematize the main theoretical frameworks that have been used to address this topic.
The analysis of the theoretical content of distributed leadership literature review dataset highlighted that only a small set of studies explicitly refers to the extant theoretical frameworks describing the impact of digital transformation on leadership.
Advanced information technologies theory Huber,according to which the adoption of information technologies influences changes in organization structure, information use, and decision-making processes, is used as common ground.
Scholars agree on the high impact of technology in leadership behavior and identify Information Technologies IT developments as a driver for creating disruptive changes in businesses and in leadership roles across different organizational functions Bartol and Liu, ; Geoffrion, ; Weiner et al.
These changes are distributed leadership literature review dramatic that scholars started to adopt a new terminology to characterize the e-world, e-business and e-organizations Horner-Long and Schoenberg, Recent studies have been discussing the notion of digital ubiquity Gerth and Peppard, ; Schwarzmüller et al.
With this term, scholars refer to a context in which technological equipment is prevalent and constantly interacts with humans. In terms of leadership theoretical frameworks, scholars seem to turn to a plethora of different theories and definitions.
Horner-Long and Schoenberg contrapose two main theoretical approaches: universal theories and contingency theories. The former supports the view that leaders differ from other individuals due to a generic set of leadership traits and behaviors which can be applied to all organizations and business distributed leadership literature review see for example Lord et al.
Distributed Leadership In A Nutshell
, time: 4:45The Role of Leadership in a Digitalized World: A Review
The literature review co nducted for this paper covers t he broad spect rum is considered to be the optimum solution where leadership is by superiors who distributed in Hong Kong Aug 27, · Data Analysis and Qualitative Coding. To attain a “systematic, transparent and reproducible review process” (Zupic and Čater, , p. ), and identify research streams and seminal works, we first performed a bibliometric analysis of the initial dataset of blogger.com order to map the origin and evolution of the academic debate on digital transformation and leadership, a systematic Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual
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