Distributed Team E-leadership: A Phenomenological Inquiry into Subordinate Perceptions of Career Development
True, Coby Andrew
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As changes in the global economy coupled with fast-paced advancements in technology continue to evolve and merge, the need to deploy a distributed workforce becomes increasingly important to remain competitive. Just as managers adapt traditional leadership styles to meet the needs of the distributed environment, individual team members must also overcome the challenges of increased geographic proximity, or physical distance between team members and team leader. As distributed teams continue to become more prevalent in the work environment, adaptations of traditional leadership styles must evolve to account for the unique conditions. The increasing use of Advanced Information Technology (AIT) has become an intermediary between leaders and followers. E-leadership has emerged within recent literature to bridge this gap by taking existing leadership styles and combining advanced information technology to form a holistic approach to meet the leadership needs of the distributed workforce. However, current literature has yet to adequately address the effects on career development on distributed teams. Through this qualitative phenomenological study, the lived experience of the subordinate on a distributed team and what impact e-leadership has on the subordinate’s perception of career development was explored.
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