Navigating Global Leadership Strategies for E-Enabling Technology Deployment
Keywords:transformative leadership, e-leadership, virtual teams, cultural constraints, change management
Objective: The objective of this research was to explore and understand the experiences of global corporate leaders in adopting e-enabling innovations and the associated leadership challenges. The research aimed to identify the leadership skills, knowledge, and practices that facilitate the transition from traditional operational models to leaner e-enabled approaches.
Method: This qualitative phenomenological research engaged 20 global corporate leaders in an in-depth examination of their leadership experiences. The research focused on how these leaders employed their skills and knowledge to drive the transformation of their corporates into more efficient and interconnected entities through e-enabling technologies.
Results: Four distinct themes emerged from the analysis of the corporate leaders’ experiences. The findings highlighted the significant influence of transformational leadership attributes combined with the e-leadership approach on the successful implementation of information technology initiatives. The leaders’ insights emphasized the transformative effects of their leadership on both corporate strategies and technological decisions. Additionally, the study revealed the identification of best practices and procedures that contribute to effective e-enabling technology adoption.
Conclusion: Embracing e-enabling best practices and employing transformational leadership approaches have a positive impact on the quality of information technology implementations in corporate settings. The research underlines how leaders’ experiences can help them recognize the broader implications of their leadership styles on technology-driven decisions. Consequently, this recognition supports the development of effective strategies for successful e-enabling technology integration. Furthermore, the study highlights the necessity of aligning mentoring, training, and education strategies with corporate goals to enable the adoption of new e-leadership approaches. As organizations continue to navigate complex technological landscapes, the cultivation of 21st-century e-leadership skills become essential for effectively managing changes in team capabilities, processes, and knowledge management.
Alblooshi, M. A. J. A., Mohamed, A. M., & Yusr, M. M. (2023). Moderating Role of Artificial Intelligence Between Leadership Skills and Business Continuity. International Journal of Professional Business Review, 8(6), e03225. https://doi.org/10.26668/businessreview/2023.v8i6.3225.
Avolio, B., & Kahai, S. (2003). Adding the "E" to e-leadership: How it may impact your leadership. Organizational Dynamics, 31(4), 325-338.
Avolio, B., Kahai, S., & Dodge, G. (2001). E-leadership: Implications for theory, research, and practice. Leadership Quarterly, 11(4), 615-668.
Bass, B. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9- 32.
Bass, B., & Avolio, B. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
Cassidy, A. (2002). A practical guide to planning for e-business success: How to enable your enterprise. New York, NY: St. Lucie Press.
Correll, J., & Herbert, K. (2007). Gaining control: Managing capacity and priorities (3rd ed.). Hoboken, NJ: John Wiley & Sons.
Croom, S. (2005). The impact of e-business on supply chain management: An empirical study of key developments. International Journal of Operations & Production Management, 25(1), 55-73.
Davenport, T. (2005). Thinking for a living. Boston, MA: Harvard Business School Press.
Hwa, C. C. (2008). Creating an E-enabling environment for future growth in Penang. Retrieved from http://www.seri.com.my/v2/oldsite/peos/eEnabling.PDF
Kahai, S., Carroll, E., & Jestice, R. (2007). Team collaboration in virtual worlds. The Data Base for Advances in Information Systems, 38(4), 61-68.
Kanter, R. (2001). E-volve. Boston, MA: Harvard Business School Press.
Krell, T., & Gale, J. (2005). E-business migration: A process model. Journal of Organizational Change, 18(2), 117-131.
Lan, Y. (Ed.). (2005). Global information society: Operating information systems in a dynamic global business environment. Hershey, PA: Idea Group Publishing.
McClure, C. (1994). User-based data collection techniques and strategies for evaluating networked information services. Library Trends, 42(4), 591-607.
Moreno, V., Jr. (1999). On the social implications of organizational reengineering: A phenomenological study of individual experiences of BPR processes. Information Technology & People, 12(4), 359-388.
Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA: Sage Publications.
Pulley, M., McCarthy, J., & Taylor, S. (2000). E-leadership in the networked economy. Leadership in Action, 20(3), 1-7.
Pulley, M., & Sessa, V. (2001). E-leadership: Tackling complex challenges. Industrial and Commercial Training, 33(6), 225-229.
Senge, P. (2006). The fifth discipline: The art and practice of the learning organization (Rev. ed.). New York, NY: Currency Doubleday.
Subrahmanyam, S. (2018). Corporate Leadership: A Study of the Innovation Skills in Growing in the Corporate World. International Journal of Research, 5(15), 2205-2232.
Subrahmanyam, S. (2018). Global Leadership: A Privation for Global Corporate. International Journal of Trend in Scientific Research and Development, 2(4), 97-106.
Subrahmanyam, S. (2019). E-leadership for Virtual Teams. International Journal of Management, Technology and Engineering, 9(1), 1737-1752.
Subrahmanyam, S. (2019). Global Leadership Development: A Phenomenological Study. International Journal of Social Sciences Educational Studies, 5(4), 101-111.
Subrahmanyam, S. (2020). In Search of Right Global Leadership Compentences. European Journal of Molecular & Clinical Medicine, 7(8), 2306-2318.
Sutrisno, Ausat, A. M. A., Permana, B., & Harahap, M. A. K. (2023). Do Information Technology and Human Resources Create Business Performance: A Review. International Journal of Professional Business Review, 8(8), e02206. https://doi.org/10.26668/businessreview/2023.v8i8.2206.
Tan, F. (Ed.). (2003). Advanced topics in global information management. Hershey, PA: Idea Group Publishing.
How to Cite
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
2. The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
3. The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
4. The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
5. Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 internacional, which allows the work to be shared with recognized authorship and initial publication in this journal.
6. Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
7. Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html
• 8. Authors are able to use ORCID is a system of identification for authors. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work properly attributed.