CHALLENGES OF ENHANCING E-LEADERSHIP IN THE WORKPLACE
BY
TSHIDI M. WYLLIE – PhD Candidate (UNICAF University)
Date: 01/ 03 / 2020
ABSTRACT
COVID-19 came, the world stood still, the corporate world saw lockdowns, restricted movement, socialdistancing, face- masking and the need for employees to work from homes with efforts to reduce the spread of
the coronavirus. “Big Tech”
saw an increase in
usage and ITC spiked as a mode of
corporate
communication between employees, supervisors and customers. Though virtual learning and E- management
had always been in use, COVID-19 brought a massive increase in usage of AIT. The world was transformed
into a “Media Age” which permeated into leadership practice and transformed the way leaders
communicated with their followers and their clients. E-leadership became a critical aspect in the day to day
running of businesses which saw virtual training seminars, virtual conferences, virtual parliament sessions,
virtual psychosocial support services and so on. According to Haider et al., (2016) The importance of media
communication gained popularity in the 1980s when managers who had a wide business social network
circle were considered to be effective managers, he goes on to argue that with the advent of new
technologies, gadgets, high- tech equipment’s and smart devices; human life has dramatically changed. This
paper is therefore an attempt to discusses the possible chanllenges of E-leadership.
Page 1
S ource : Juliana en (2011, M ay 19) http://juli-eafit.blogspot.com/2011/05/communication-and-virtual-team_19.html
1.0 Introduction
The world has been transformed into a “Media Age” which has permeated into leadership practice and
transformed the way leaders communicate with their followers and how they do business. According to
Haider et al., (2016) The importance of media communication gained popularity in the 1980s when managers
who had a wide business social network circle were considered to be effective managers, he goes on to argue
that with the advent of new technologies, gadgets, high-tech equipment’s and smart devices; human life has
dramatically changed.
Pulley, L. M., & Sessa, V. I. (2001), DasGupta,(2011); Kornman et al (n.d); Iriqat & Khalaf (2017); Van
Wart et al, (2019); Armstrong & Sambamurthy,(1999) asserts that, the technological explosion has brought
new tools into the workplace that requires the need to transform organizations, keep up the pace with the
technologies and do things differently; consequently this requires organizations to swiftly transit from the
“industrial era” way of operating to the new “networked environment era”; which apart from being
innovative, brings with it complex challenges.
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1.1 E-Leadership defined
E- leadership is defined as “a dynamic, robust system embedded within a larger organizational system and
one of the most important elements of E- leadership is the virtual teams”. Virtual teams are part of the EEnvironment; this refers to a team of staff based in different locations, regions and at times countries but
under the leadership of someone based in a different location. Virtual teams are employees based onsite
whilst supervised through the use of ICT (Iriqat & Khalaf, 2017; Avolio et al.,2014; Haider et al.,
2016;Avolio et al., 2001; Jung, 2010; DasGupta, 2011;Misra, 2009; Thite, 2000).
Avolio et al (2014) defines E-leadership as “a social influence process mediated by AIT (Advanced
Information Technology) to produce a change in attitudes, feelings, thinking, behaviour, and/or performance
with individuals, groups, and/or organizations”(p.3). Subsequent definitions from different scholars seem to
borrow from this definition by Avoli et al (2014). Avolio & Kahai (2003); Van Wart et al (2019) also opined
that the only difference between E-leadership and leadership as a process of influence for followers to
achieve organizational goals is that, E- Leadership does the same functions and roles but predominantly
through technology- mediation between the leaders and virtual teams.
Leaders have had to integrate Advanced Information Technology (AIT) into their leadership approach, new
media technology is currently transforming the role of traditional leadership to E- leadership or Electronicbased leadership.We now talk of virtual teams /workforce, E-Environment, E- leadership and digitized or
networked organizations (Avolio et al., 2000; Cowan, 2014; Pulley & Sessa, 2001, Adaba et al, 2015; Avolio
& Kahai, 2003; Van Wart, 2019; Misra, 2009).
The purpose of this paper therefore is to identify and discuss the challenges of enhancing E- leadership in the
workplace, and this will include but not limited to; cultural diversity, language barriers, data management,
competencies, training and development, ethical issues, trust, time-constraints/deadlines and the swiftness
required in decision- making, as well as the issue of having to work with and/or coordinate the collaboration
of dispersed virtual team members.
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2.0 Challenges
Data
manageme
nt
Language
AIT-Advaced
Information
Technologies
cultural
diversity
E-LEADERSHIP
CHALLENGES
swift&mindful deadlines; Urgency
Ethical
Issues
Time
zones,
dispersed
Trust
Adapted from: Gheni et al (2015) https://www.researchgate.net/publication/281428323_The_Virtual_Teams_E-leaders_Challenges/figures
According to Mohammad (2009) “the digitization of information is fundamentally changing how we work,
how we organize work, and how we create value” (p.2). Digital revolution has transformed organizational
processes worldwide.
Nowadays human interaction is primarily through web-based or internet-based
information technology applications. Though this digital revolution has positively transformed the world of
work; the world of communication, altered business dynamics and leadership practice, it has also brought
with it some challenges (Pulley & Sessa, 2001; Haider et al., 2016; DasGupta, 2011; Iriqat & Khalaf,2017;
Karahanna & Watson,2006; Van Wart et al,2019).
DasGupta (2011), Adaba et al (2015); argue that today‘s leader grapples with globally dispersion
organizational divisions and sub-units, employees, subordinates, customers, stakeholders, suppliers and is
dependent on AIT to effectively perform his duties. Therefore, the explosion in communication technology
has led to frequent daily interactions with all those involved; who are mostly geographically dispersed.
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2.1 AIT- competencies, infrastructure, training & Development
Kornman et al (n.d); Avolio et al., (2001, 2014); DasGupta, (2011); posit that due to globalization and
technological developments, leaders face new challenges; the speed at which news and information is shared
poses challenges for leaders which they have to cope with. Haider et al., (2016); Van Wart et al,(2019) argue
that the critical challenges faced by leaders in the public sector in this modern technological era is finding
ways of effectively handling the new and diverse technological challenges. Yet to succeed in today’s fastpaced, complex tech revolution, a leader need not only be well vested in traditional conservative leadership
processes, administrative and management dynamics, but must also have a broad understanding and
competencies on how to efficiently utilise the technolo gy, use the technologically generated data to make
prompt informed decisions; whilst at the same time finding ways of inspiring the team. Suffice to say;
functioning in an E-environment requires an E- leader with technological savviness to deal effectively with
the many ensuing challenges.
Apart from leaders’ ICT competencies and infrastructural costs, the integration of AIT brings with it issues
of training and development for the end user; as well as the capacity to sustain the technology and the need
for continuous upgrading of the technology (both software and hardware); this is crucial to staying networked
as an organization; especially now working with dispersed teams (Keengwe et al., 2009, Kornman et al.,n.d.;
Van Wart et al,2019; Adaba et al., 2015; Karahanna & Watson,2006)
According to Mohammad (2009); Gruber et al., (2015) and DasGupta, (2011), Possible erroneous
transmission of information to the whole organization or separate organization is possible; wherein message
intended for a specific person, section, Unit, Division or Department may accidently get sent elsewhere; this
requires cautiousness; paying attention to detail and vigilance in processing data. Moreover, having certain
competencies as an E- leader to manage unprecedented data, make sense of it, use it to make swift decisions
at a “click of a button” is therefore very critical.
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The other downside is the fast pace at which the technology keeps evolving, to which organizational
infrastructure and finances may not keep up as well as possible incompatibility of tools between the teams.
It’s important for Leaders to be competent and comfortable in using digital technologies in order to maintain
the flow of information. Consistency is also crucial, moreover, it’s important to stay connected at all times
and not have interruptions in order not to miss updates; in order to respond promptly and offer necessary
support to the teams. It’s equally essential to have a competent team of technicians for technical support,
upgrading of software when necessary, in order to keep communication with the teams constantly active to
meet deadlines and these can be a mammoth of a task to maintain the standards (Van Wart et al, 2019;
DasGupta, 2011; Pulley & Sessa, 2001, Cortellazzo et al, 2019, Adaba et al, 2017; Gheni et al, 2015).
Sharing the same view is Kornman et al (n.d) who established that effective organizational communication
and performance can be possible if leadership improved on their communication methods, became competent
on the use of the new technologies, incorporated or enhanced E- leadership into their organizations and
equally created unrestricted access of communication media to their workers.
2.2 Ethics and data management
The most challenging issue for leaders today is monitoring, controlling the content and flow of information,
hence Kornman et al.,(n.d.); Van Wart et al (2019);Gheni et al (2015) and Cortellazzo et al (2019) cautions
that leaders have to set clear guidelines and practices that are in accordance with national and international
data security policies and monitor the use and storage of personal sensitive data; ensure adherence to ethical
codes to prevent unlawful data practices which may damage their organizat ional image; reputation and
trustworthiness as clients trust that their information will be safely stored and utilised. Evidently, clear
expectations and boundaries for employees have to be set and leaders have to be exemplary in their use of
ICT; set precedence and standards which employees could emulate, failing which they could beunauthorised
disclosure and sharing of confidential data worldwide.
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Kane et al., (2014) argues that despite the challenges associated with the new technologies; the new tools of
communication enables managers and employees to act and interact with each other in ways that were never
deemed possible in the past centuries; there is now swift transmission of informatio n; from any place, at any
time.
Cortellazzo et al (2019), Avolio et al., (2001); Van Wart et al (2019) argue that accompanying digital
transformation is data storage, massive use and disposal of the same, this may raise ethical concerns; for
example; the use of sensitive data creates a dilemma for E- leaders in businesses dealing with privacy
protection and controlling mechanisms in the workplace; e.g the use of Electronic Surveillance poses
possible ethical issues of intrusion to employees, clients and general public.
Similarly, Van Wart et al (2019) points out the possible security risks to organizational data and to
individuals; sighting possible breaches and organizational information leakage, whilst Kossek (2016) on the
other hand argues that reluctance or resistance to embrace technological change may occur due to lack of
trust, fear of possible risks presented by other online users and limited competencies by some employees,
coupled with the demand to be always connected which may result in some feeling overwhelmed; which may
lead to a decrease in uptake. Wolf et al, (2018) shares similar views and opined that failure to manage the
boundaries could deplete employees’ energy; resulting in burnout, fatigue and possible lower engagement,
compromised well-being, conflict between teams, poor teamwork and ultimately poor communication.
Nonetheless, successful implementation and integration of advanced infor mation technology platforms; webbased or internet-abled information technologies requires a balance between traditional leadership and the
new media age E- leadership. Nowadays the nature of projects and organizations demand that leadership
integrate AIT to cope with global transformation, therefore, the use of a more tech-savvy leadership approach
does not only have to embrace ICT, but also has to accommodate the integration of these technologies into
their daily organizational processes (Iriqat & Khalaf, 2017; Hambley, 2007; Van Wart et al 2019).
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Hence, Mohammad, (2009); Cowan, (2014) postulates that the interface between the leader and the followers
has significantly changed; Leaders nowadays conduct most organizational leadership processes largely
through electronic channels.
2.3 Virtual teams management issues: time-zones, cultural differences, language barriers & trust
The E-leader’s biggest challenge is having to manage virtual teams with geographical, time zone, cultural
and language differences, but nonetheless, being expected to have to successfully build trust through the use
of technology. According to Mohammad (2009); Avolio et al.,(2001); DasGupta,(2011); Iriqat & Khalaf
(2017); Adaba et al.,(2015); Karahanna & Watson,(2006); Hambley et al (2007) E-leaders face challenges
such as; delayed communication, misunderstanding from lack of response, lack of similar interpretation of
messages due to varied perceptions, lack of non-verbal cues, lack of trust, language issues and cultural
barriers. This may complicate the ability to monitor dispersed virtual teams; which may also be compounded
by differing time zones and possible incompatibility of digital communication devices (software etc); due to
the ever evolving technological upgrading.
E-environment mostly referes to isolated professional workers, who are dispersed, separated by dis tance and
time and yet an E- leader has to ensure collaboration, monitor, inspire and instil effective performance
through the use of AIT regardless of the team members being in different locations, time zones, regions and
sometimes in different continents. Therefore, E- leaders have to balance relationships with “online” teams and
the face-to-face team, create cohesion, collaboration and build trust in the teams desp ite lack of non-verbal
cues, but only having to rely on the devices, this may lead to misinterpretation, misunderstandings, possible
conflict, delayed responses and delayed decision- making, for those in the third world, there could be possible
regular interruptions due to regular power cuts and load-shedding which may affect performance and projects
completion time (Avolio et al., 2001; Crawford-Mathis, 2009; Avolio & Kahai, 2003; DasGupta,
2011;Adaba et al,2015; Iriqat & Khalaf,2017;Hoch & Kozlowski,2014;Hambley,2007; Van Wart et al,2019).
Page 8
Consequently, global interconnectedness may present a challenge to the leader on how well to coordinate a
project being implementation by virtual teams due to different time zones, cultural differences, language
barriers and efforts to create cohesion in the team may present a challenge which an E- leader has to
overcome and subsequently build trust in the team (Mohammad, 2009; Kapoor et al, 2017; Avolio et al.2003;
Avolio et al., 2001; DasGupta, 2011; Gheni et al, 2015).
Virtual teams imply that leaders cannot physically observe team members’ behaviour nor rely on facial
expressions and other non-verbal communication to understand the team’s thoughts, feelings and actions.
This is considered one of the biggest barriers to developing and managing interpersonal relationships with
virtual teams. Heavy reliance on ICT may become an even bigger problem if the AIT tools malfunctions or
experiences network challenges which may lead to failure to distribute or receive information to and from all
the team members, or failure to understand or convey the level of urgency of the information, and/or failure
to interpret the meaning of the silence which may lead to assumptions, wrong conclusions and ill- informed
decisions (Van Wart et al,2019;Adaba et al, 2015; Iriqat & Khalaf, 2017; Hoch & Kozlowski, 2014; Gheni et
al, 2015).
Geographical dispersion also implies cultural diversity between team members, which may affect leaders’
ability to build and maintain team spirit and trust (DasGupta, 2011; Cowan, 2014; Cortellazzo et al, 2019;
Hoch & Kozlowski, 2014). Therefore, E- leaders have to overcome challenges emanating from cultural
diversity which include language barriers, different work culture, attitudes to time management, and possible
conflict ensuing from cultural misunderstanding, and communication breakdown which may affect team
cohesion and ultimate team performance (Adaba et al ,2015).
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S ource: Adaba et al (2015) https://www.researchgate.net/publication/273710071_Challenges_to_Effective_Collaboration_in_CrossCultural_Virtual_Teams/figures?lo=1
2.4 “Swift and mindful”, deadlines, urgency; “Top-down and Grass roots” and decision-making
Failure to act promptly on e-mails and other communication tools may have a negative impact on
performance and delay or affect decision- making. Pulley & Sessa (2001) refers to it as “swift and mindful”
paradox; which entails the need for an E- leader to act fast and make swift decisions; the situation which often
result in multi- tasking, juggling between interactions and between tools and possible errors and/or mistakes
in swift decision- making and possible mental fatigue, burnout and exhaustion.
Since employees also have access to the same system and information platform, there may be possible
conflict in the event of disagreement between employees and management. Subordinates may openly
challenge certain decisions made by executives which may result in engagement of the whole organization in
decision- making concerning the issue. Pulley and Sessa (2001) perceives it as Top-down and Grass roots
paradox, wherein this technology gives people the voice regardless of their position in the organization, and
therefore gives them the power to influence the outcomes in decision-making (Mohammad, 2009; Gruber et
al, 2015; DasGupta, 2011). Avolio et al (2001) and Cowan (2014) purpot that employees may gain access to
information that contradicts a strategic leadership directive which may result in issues of credibility and trust
being affected.
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Concurring with this argument is Wharton@Work (2018); Karahanna & Watson (2006); Van Wart et al
(2019) who opined that Communication media encourages horizontal collaboration and unscripted
conversations that short-circuit established power dynamics and the traditional lines of communication,
therefore this revolution comes with inherent risks that create uncertainty and uneasiness to the leadership,
and a mismatch between the logic of participatory media and the still-reigning emphasis on linear processes
and vertical leadership control.
3.0 CONCLUSION
Consequently, as literatures reveals (DasGupta, 2011.; Hoch & Kozlowski,2014).; Van Welsum & Lanvin
2012), the goals of leadership to inspire, create a shared vision, direct, build trust, motivate and influence
employees to achieve organizational goals and objectives have not changed, what’s improved is a medium of
communication for implementing the same goals. Therefore, suffice to say, E- leadership is just a new
leadership paradigm that requires the leader to perform his leadership roles and functions, and achieve
organizational objectives through the use of electronic devices; working with teams that are dispersed over
space and time to run organizational processes. The main medium of communication between the leader and
virtual teams is now predominately electronic; through computer, smartphones etc using E- mail,
Teleconference, video-calls, and even social media applications (twitter,WhatsApp, telegram, facebook etc)
hence the concept “E-leadership” and the title “E-leader”.
Therefore, despite all these challenges, it’s important to point out that we live in an era of information
Knowledge and the use of information technology has emerged as the source of competitive advantage which
cannot be ignored. Therefore, the conclusion emanating from this paper and tenets from literature is that the
use of AIT/ICT in leadership and in organizations cannot be overemphasized and the emergence and
importance of E-leadership cannot be ignored.
Page 11
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