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Even though e-leadership was broadly defined in 2001 (Avolio et al.), there has been surprisingly little progress (Avolio et al., 2014). In order to make a better progress, the authors recommend dividing the field into four quadrants to facilitate the research focus. It can be divided by e-leadership phases (the adoption of technology phase vs the quality of use of technology phase), as well as the purposes (e-leadership as virtual communication vs e-leadership as management of organizational structures). The paper aims to discuss these issues.

This study provides a model of e-leadership as communication adoption at the individual level (ECAM_i). Structural equation modeling was used to test a previously published model by Van Wart et al. (2017a). The model included select traits and skills (as antecedent conditions), awareness of ICTs, evaluation of ICTs, willingness to expend effort in learning about ICTs, intention to use ICTs, and facilitating conditions.

The overall model demonstrates a good fit. It can be concluded that the ECAM_i represents a valid model for understanding e-leaders’ technological adoption. It is also found that while all select skills and traits are significant – energy, responsibility and analytical skills stand above the others.

To the best of the authors’ knowledge, this represents the first effort to operationalize e-leadership.

Drawing on media richness theory and a framework of interpersonal communication goals, this study investigates how and why the IT industry's top managers use communication media to achieve their interaction goals in e-leadership.

A qualitative research approach is applied to understand top managers' communication media use and interaction goals. The empirical data were gathered through semi-structured interviews with 33 top managers from large IT companies and analysed using theory-guided thematic and ideal-type analyses.

Top managers were categorized into three types, based on their communication goals through face-to-face communication. Relationship-oriented top managers pursued relational and communal goals, whereas task-oriented ones wished to achieve instrumental and communal goals. Task- and relationship-oriented top managers pursued relational, instrumental, and communal goals. This study indicates that communal, instrumental, relational, and self-presentational goals influence managers' communication media selection.

This study brings new knowledge to the management communication research field. It expands the framework of interpersonal communication goals by identifying communal goals as a new category, in addition to existing instrumental, relational and self-presentational goals. This study suggests that media richness theory could be advanced by recognizing that a broader set of communication goals – including communal, instrumental, relational, and self-presentational – influences managers' communication media selection.

The purpose of the study is to explore the various determinants of virtual communication technology (VCT) adoption among higher educational leaders by applying Unified Theory of Acceptance and Use of Technology 3 (UTAUT3) model. Further, this study ascertains the relationship among the various determinants and measure the effects of these determinants in adoption of VCT by educational leaders.

The study was conducted by using online survey method for data collection from 380 educational leaders of India through a convenience sampling procedure. The structural equation modelling technique was adopted to assess the dimensions of VCT adoption and test the proposed model and hypotheses.

The findings revealed that performance expectancy (PE), effort expectancy (EE), social influence (SI), facilitating conditions (FC) and personal innovativeness (PI) have positive and significant effects on intention to use VCT (ITUVCT) and actual use of VCT (AUVCT), i.e. e-leadership communication adoption. Besides this, there is also a significant and positive effect of ITUVCT on actual usage of VCT by the educational leaders.

This study makes its contribution to the literature related to technology adoption recommended in previous research for expanding the contexts through new studies and generalizing the UTAUT3 model, specifically in the teaching–learning and administrative perspectives. The results of the study will be further helpful for the researchers and practitioners to better understand the factors that influence higher educational leaders to adopt VCT.

The authors applied the UTAUT3 model and explored the factors determining the adoption intention of VCT among educational leaders. This study is the first study that adopts UTAUT3 model in Indian educational leaders’ context.

This paper sheds light on the factors facilitating the digital transformation (DT) of companies, examining the empirical evidence according to a new and original dual lens: the internal and external marketing management perspective.

Through an explorative research design based on semi-structured interviews, we investigate the perceptions of some managers involved in managing the DT of their own companies.

The findings, organized from an internal and external marketing perspective, show how DT requires efforts in nurturing: (1) its organizational and cultural nature; (2) new managerial skills and e-leadership. These factors activate DT as an accelerator of (3) production processes and service provision and (4) competitive strategies.

Our findings underscore critical practical implications for organizations embarking on a DT journey. Firstly, managers should prioritize creating a culture that encourages employees to embrace change and technology. Secondly, recognizing the importance of new managerial skills and e-leadership, managers need to invest in developing the expertise to effectively lead DT efforts. The related skills encompass digital literacy, change management and the ability to inspire and guide teams through the complexities of a DT.

This paper suggests that organizations should holistically approach DT, focusing on culture, leadership and strategic deployment of digital tools. The proposed dual lens offers a valuable and simple answer for academics and practitioners to effectively frame the internal dynamics and external factors shaping DT.

This study examines the effect of various attributes of leadership and teams, modeled as perceived e-leadership and perceived team dynamics on virtual team (VT) performance in a public organization.

Using a survey instrument, data were collected from 184 participants involved in a virtual workplace from one of the largest Canadian public organizations. This study uses PLS-SEM software and quantitative methods.

This research identified that perceived team dynamics, which includes team member behavior, collaboration and support, has a significant medium effect on VT member performance. However, perceived e-leadership, which includes leaders' trust, leader communication/co-ordination and leader behavior, has a significant small effect on VT performance.

This study contribute to literature on VTs and VT's performance specially in public organizations. As the existing literature on employee performance has mainly focused on private organizations, and more so on VTs. However, little is known about VTs in public organizations and specifically about their performance.

In view of the increasing exploration and scattered literature on digital leadership, this study aims to clarify the concept, characteristics and structure of digital leadership, identify its focus research themes and further determine future research directions in this field.

A systematic literature review is adopted in this study using 53 academic documents published in peer-reviewed journals and conference proceedings, which comprehensively combs and analyzes the research achievements.

The key characteristics of digital leadership are vision motivation, digital empowerment, innovation and entrepreneurship, cross-boundary collaboration and dynamic adaptation. Digital strategic thinking, digital insight, digital change and digital talent development are the core dimensions of digital leadership. Besides, there are three main research topics: the application of digital leadership in certain contexts including school education, government governance and business management; the development of digital leadership scale within diverse contexts; and the effectiveness of digital leadership at the organizational, team and individual levels. Digital leadership has a positive role in organizational change and innovation, team effectiveness, and employee creativity and innovation behavior.

This study helps to clarify the connotation of digital leadership and its research progress, status and gaps, which contributes to the thorough knowledge system in the digital leadership area and the promising avenues for future research.

The study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja.

The methodology used to achieve the objectives has been a descriptive and quantitative methodology through a cross-sectional study based on the implementation of the questionnaire: Adaptation of the VAL-ED to the university context, developed by Palomino et al. (2022a).

Indeed, the data obtained allow the authors to affirm how both directors and supervisors, as well as teachers, have been able to evaluate the leadership behavior of directors, compared to the competence standards of VAL-ED, having obtained very positive results that show how their leadership is, without a doubt, oriented to students. Given the fact that in the second specific objective the study sets out to determine to what extent the three groups of respondents (faculty, supervisors and directors) coincide in the effective performance of the pedagogical leadership of the directors, it can be highlighted that no great differences have been found in the responses of effectiveness obtained from directors, supervisors and teachers, since the results of the resulting scores among these three groups of respondents were reasonably similar.

The research is original as the sample was collected personally by the authors of this article.

The current study aims is to investigate the impact of leader's e-competencies on the emotional wellbeing of employees in GVTs. Also, the moderating role of a leader's emotional intelligence in enhancing the wellbeing of the employees during the pandemic was explored.

A survey of 810 employees belonging to international IT companies was conducted. The conceptual model was hypothesized and validated using CFA and PL-SEM.

The three core e-competencies of leaders (e-communication skills, e-change management skills and e-technological skills) impacting the wellbeing of employees in the COVID pandemic were found. Also, emotional intelligence significantly moderated the association of leader's e-competencies and the wellbeing of employees.

The study is limited to IT sector companies. Data were collected using the snowball sampling technique through a self-reported questionnaire. Future studies can explore the relationship between e-leadership and variables like job performance in other sectors.

A unique framework of “leaders” e-competencies and employees' wellbeing, moderated by emotional intelligence, has been proposed and validated. The present study is relevant for guiding the traditional leaders and managers transitioning to e-leaders due to the pandemic.

The current exploration is one of its kinds to understand the dynamics of study variables in international workplaces. Today, the majority of organizations are conducting their business through GVTs. Therefore, the emerging leaders have to display specific e-competencies to contribute to employees' wellbeing effectively.

The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.

Data were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).

Communication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.

The study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.

Using the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.