A511.5.3RB – Remote Transformational Leadership
MSLD 511: Organizational Leadership
Embry-Riddle Aeronautical University
Worldwide: Online Campus
November 17, 2015
Remote Transformational Leadership
Computer Love: The Reality
The reality of the digital revolution is assured and measurable. It is here; it is now; it is our future. "In 2011, 75.6% of households reported having a computer, compared to 8.2% in 1984 (File, 2013)." Computers are ubiquitous tools in the business arena, too. Research has shown that users are communicating more via e-mail and that they are still figuring out communication modes and preferences. Many organizations find it difficult to differentiate between formal business protocol via the internet and the more immediate, casual form of e-mail communication. But how does that affect us? Are we able to effectively and efficiently communicate with each other through these communication mediums? Research is ongoing to identify and develop productive and successful guidelines.
Internet usage is as follows:
Internet usage is as follows:
• Internet both inside and outside the home, from multiple devices (27.0 percent)
• Internet both inside and outside the home, not from multiple devices (10.3 percent)
• Internet at home only, from multiple devices (12.9 percent)
• Internet at home only, not from multiple devices (13.8 percent)
• Internet only outside the home, has a computer at home (2.6 percent)
• Internet only outside the home, no computer at home (3.0 percent)
• No Internet use anywhere, has a computer at home (14.4 percent)
• No Internet use anywhere, no computer use at home (15.9 percent)
• Internet both inside and outside the home, not from multiple devices (10.3 percent)
• Internet at home only, from multiple devices (12.9 percent)
• Internet at home only, not from multiple devices (13.8 percent)
• Internet only outside the home, has a computer at home (2.6 percent)
• Internet only outside the home, no computer at home (3.0 percent)
• No Internet use anywhere, has a computer at home (14.4 percent)
• No Internet use anywhere, no computer use at home (15.9 percent)
To E-mail or Not to E-mail: Remote Leaders
It is known that transformational leadership can influence outcomes and can, in fact, be used effectively in e-mail communications, too. There are many instances in which a leader will question whether or not to send the team a message via e-mail or to rely on face-to-face interaction. Leaders' anxiousness over how e-mail communication is being interpreted has resulted in the investigation of the outcomes of different communication styles. "Performance on a problem-solving task would be better in an e-mail that contained intellectually stimulating and charismatic motivation. Remote transformational leadership may have the same positive effects on performance and attitudes that occurs within face-to-face interaction. E-mail communication may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This study may now comfort those leaders who may think twice about to e-mail or not to e-mail and instead use face-to-face communication.
The real question remains whether computers have enabled or disabled our productivity, regardless of our communication choices. "Most research showed that productivity for those who had a choice of work locations - which can include satellite offices, home offices, or co-working spaces - increased, while peers who worked exclusively from home were less productive (White, 2015)." This is an outcome that needs further exploration and problem solving as more businesses are attempting to experiment with remote models.
E-mail blast: The Experiment
When a leader needs to send a message with explicit details to a team and seeks immediate results, an e-mail blast may be the preferred communication method. It may the leader's approach and phrasing that are most important. An experiment was conducted that required "participants to read a short scenario describing a survival situation in which they have become stranded on a mountain with limited supplies during a winter storm. An email containing either a charismatic, intellectually stimulating, neutral or transformational message was sent out to each participant regarding the results. The charismatic message outlined the leaders vision for the task and expressed confidence in the participants' abilities. The intellectually stimulating message encouraged participants to think outside the box and to approach the problem from several different angles (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." Regardless of communication method, when in the leadership position, the message and delivery of the thoughts are the most critical components for successful outcomes.
Click Send: The Hypothesis
The leader may now be supported by concrete research that there is enough evidence that e-mail blasts are just as effective as a boardroom meeting. "The motivation was higher when participants read an intellectually stimulating email, individual performance was better when the email was from an intellectually stimulating leader, and that an email from a charismatic leader had no significant effect on motivation but was associated with better individual performance. Group performance was greater when the groups had read an intellectually stimulating email. Group performance was better when the groups had read an email from a charismatic leader (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." The takeaway from the research, therefore, suggests that the message the leader needs to send must relay an intellectually stimulating thought with charismatic influences and tones.
Click Send: The Hypothesis
The leader may now be supported by concrete research that there is enough evidence that e-mail blasts are just as effective as a boardroom meeting. "The motivation was higher when participants read an intellectually stimulating email, individual performance was better when the email was from an intellectually stimulating leader, and that an email from a charismatic leader had no significant effect on motivation but was associated with better individual performance. Group performance was greater when the groups had read an intellectually stimulating email. Group performance was better when the groups had read an email from a charismatic leader (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." The takeaway from the research, therefore, suggests that the message the leader needs to send must relay an intellectually stimulating thought with charismatic influences and tones.
Final Theory: to add exclamations or to not add the exclamations!!!
Research has shown that task performance improves when leaders communicate with intellectually stimulating messaging that also contains charismatic phrasing. The e-mail from the leader containing "an intellectually stimulating message was rated as being more intellectually stimulating opposed to the other options. The findings suggest that remote transformational leadership can still have the same positive effects on performance and attitudes that occurs within face-to-face interaction and that email messages may be used to convey the same leadership message as in face-to-face interaction (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)."
When leading a group via e-mail, it is important to remember that "individuals who read an intellectually stimulating e-mail rated the leader as being more intellectually stimulating than did individuals who read a non-intellectually stimulating e-mail. Participants who read a charismatic message rated the leader as being more charismatic than those who read a non-charismatic message (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This supports the theory that transformational leadership can occur with intellectual and inspiring messaging.
It is important to remember that even though it is just an e-mail, individuals may still be able to detect and respond to different leadership styles expressed through e-mail communication.
The bottom line is that the digital revolution has become a part of our fabric, and we, as a society, need to adapt to change, embrace new technology introductions that can improve our lives, and strive for positive leadership, whether we are leaders or the followers.
When leading a group via e-mail, it is important to remember that "individuals who read an intellectually stimulating e-mail rated the leader as being more intellectually stimulating than did individuals who read a non-intellectually stimulating e-mail. Participants who read a charismatic message rated the leader as being more charismatic than those who read a non-charismatic message (Kelloway, Barling, Kelley, Comtois, & Gatien, 2002)." This supports the theory that transformational leadership can occur with intellectual and inspiring messaging.
It is important to remember that even though it is just an e-mail, individuals may still be able to detect and respond to different leadership styles expressed through e-mail communication.
The bottom line is that the digital revolution has become a part of our fabric, and we, as a society, need to adapt to change, embrace new technology introductions that can improve our lives, and strive for positive leadership, whether we are leaders or the followers.
References:
File, Thom. (2013). Population Characteristics: Computer and Internet Use in the United States. Census. Retrieved from https://www.census.gov/prod/2013pubs/p20-569.pdf
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadershipPreview the documentView in a new window. Leadership and Organization Development Journal , 24 (3), 163-171.
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2002). Remote transformational leadershipPreview the documentView in a new window. Leadership and Organization Development Journal , 24 (3), 163-171.
White, Gillian B. (2015). Working from Home: Awesome or Awful? The Atlantic. Retrieved from http://www.theatlantic.com/business/archive/2015/10/is-working-from-home-working-telecommute/411805/
Yukl, G. (2012). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN 13: 978-0132771863.
