Abstract:

Leadership is a key competence for managerial effectiveness. In the digital age, the importance of effective leadership is being increasingly highlighted given that the management of remote teams creates new challenges. E-leadership has been coined as the term to describe a form of leadership enacted in the specific context of remote work environments. In a globalized society, e-leadership skills are essential because they equip leaders with the ability to manage remote teams, interact with individuals from diverse cultural backgrounds, use technology for innovation and growth, think strategically, and successfully manage change. These skills enable e-leaders to negotiate the challenges of the digital age and guide their companies to success in a globally interconnected environment. However, the potential of e-leadership is not free from challenges.

Establishing clear communication channels is essential for e-leaders to facilitate information sharing, collaboration, and decision-making. The use of technology tools and platforms that support virtual meetings, real-time messaging, and project management systems can improve communication efficiency and effectiveness. In addition, e-leadership requires fostering a culture of trust and accountability among virtual teams. Leaders must focus on building relationships, encouraging open dialogue, and setting clear expectations in terms of performance and results. In this regard, e-leaders must demonstrate adaptability and flexibility in managing remote teams. This includes understanding and accommodating the different needs and working styles of remote workers and promoting work-life balance. Implementing flexible working arrangements and providing resources for remote collaboration and productivity can contribute to worker satisfaction and well-being.

This study discusses the concept of e-leadership and offers an exploratory analysis of e-leadership practices that have the potential to improve organizational performance and promote employee engagement. The study builds on existing literature and empirical research that involved data collection in six European countries as part of the European E(U) Leaders project – Germany, Cyprus, The Netherlands, Greece, Portugal, and Slovenia. The research work involved the conduction of 10 focus groups, involving 60 managers, and allowed for the identification of key practices that contribute to effective e-leadership. The study offers a timely overview of the challenges of remote working environments, as well as the adoption of e-leadership practices, including regular check-ins, feedback sessions, the use of online tools and platforms, team-building activities, and continuous learning. The respondents offer insights about how the adoption of such practices can contribute to creating a sense of camaraderie and mutual support. The focus groups involved participants of technology-based and non-technology-based organizations, with the purpose of addressing the generalization of results, across different business sectors. Broadly, this paper highlights the importance of adopting e-leadership practices to thrive in the digital age.

Keywords:

E-leadership, competencies, digital transformation, remote teams.