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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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.