Kelloway, Barling, Kelley, Comtois, & Gatien (2002) conducted two
studies about transformational leadership to examine the impact
electronic-mediated communication would have in the form of remote leadership
and its effectiveness. In the article Remote Transformational Leadership, the
goal is to broaden the "understanding of remote transformational
leadership, specifically the effects of intellectual stimulation and charisma
in remote leadership contexts" (p.167).
Remote leadership occurs through electronically-mediated communication
between geographically and physically isolated leaders and followers (Kelloway
et al., 2002). It is no longer a requirement for those who work in the same
company to work in the same location. Members of an organization may be located
practically anywhere in the world. Technological advances have created an
opportunity for globalization through electronic means. As a result of relying
on technology-based communication, the authors were concerned that these
interactions may be less than optimal for leaders to effectively manage their subordinates.
Two questions provided a research foundation (Kelloway et al., 2002):
1. Can recipients perceive and
accurately identify leadership styles of communication by email?
2. Is receiving an email with
positive (transformational) leadership message, instead of negative messages
perceived to be associated with positive outcomes?
The hypothesis of the study was that charismatic and intellectually
stimulating emails would produce higher levels of task motivation and
performance. The first study used the
vignette approach. 175 students received an email depicting laissez-faire,
management-by-exception, or transformational leadership to determine whether
students could differentiate and identify the different leadership styles. The second study analyzed 105 undergraduates
completed individual and group problem-solving tasks after reading an e-mail
containing either an intellectually stimulating or charismatic message
(Kelloway et al., 2002).
The result of the studies was that participants could identify intended
characteristics of transformational leadership even remotely. This study
extends the research findings that transformational leadership can influence
task and attitude related outcomes (Kelloway et al., 2002). Electronic-mediated
communication suggests the same effect about face-to-face communication.
In my organization email is a prevalent tool for communication within
the department and with our students who are part of the Online campus and
advised virtually. Many of my students have expressed they are aware they are
receiving a form email versus having a genuine exchange. Similarly, when
transformational elements utilized versus management by-expectation between our
team and our superiors it is perceptible.
While everyone responds differently to task motivation and
communication styles, personally I am more apt to shut down when faced with
negativity. Optimism and enthusiasm motivate me in ways that fear or ultimatums
cannot. Yukl notes that fostering confidence and optimism is important when the
task is difficult (2013). Internalization has attributed to the influence
process. If you start a challenge with doubt how likely are you to reach the
goal? If you believe you can you are on your way instead of imaging the
likelihood of impending failure.
It is not enough to be proficient in computer-mediated communication
such as email. A skilled leader must be mindful of crafting communication that
expresses their intent. Thoughtful selection of the proper channel and
combining elements of transformational leadership can increase motivation in
task performance. While personal actions may still be desirable as a more
interactive form of communication, the research concludes that if necessary it
is possible to accomplish similar goals through remote leadership.
References:
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B.
(2002). Remote transformational leadership. Leadership and Organization
Development Journal , 24 (3), 163-17
Yukl, G. (2013). Leadership in organizations (8th ed.). Boston: Pearson
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