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In the tables included on pages 123-125, Avolio et al. pose some very good questions that you might like to consider. If not now, then perhaps in the near future as we all progress into Tomorrowland, that is, the expanding field of AIT. 

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In the tables included on pages 123-125, Avolio et al. pose some very good questions that you might like to consider. If not now, then perhaps in the near future as we all progress into Tomorrowland, that is, the expanding field of AIT. 

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What did you think of the relationaship between leadership and gamification? This will certainly be an expanding area of research. Sue

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Good thoughts, Allington and yes, Avolio et al. do acknowledge the loss of non-verbal cues that can influence foolwer behaviour. Thank you for articulating some of the flaws in AIT - however, AIT is definitely here to stay.

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Good thoughts, Allington and yes, Avolio et al. do acknowledge the loss of non-verbal cues that can influence foolwer behaviour. Thank you for articulating some of the flaws in AIT - however, AIT is definitely here to stay.

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Yes, I think most people would agree that there needs to be clear boundaries around use of social media. Prior to commencing at ACU in 2013, I worked for AHPRA (in Notifications) and could see a rapidly growing trend in notifications around inappropriate use of social media and breaches of Codes of Conduct (among all types of health practitioner). Sue

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Yes, I think most people would agree that there needs to be clear boundaries around use of social media. Prior to commencing at ACU in 2013, I worked for AHPRA (in Notifications) and could see a rapidly growing trend in notifications around inappropriate use of social media and breaches of Codes of Conduct (among all types of health practitioner). Sue

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Excellent points raised, Isabelle. Your comments add some insight when reflecting on the ideas around "relational distance" described by Avolio et al. (p. 110)

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Excellent points raised, Isabelle. Your comments add some insight when reflecting on the ideas around "relational distance" described by Avolio et al. (p. 110)

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Thank you for sharing, Charlotte. Perhaps, the article is a little bit of a 'hard read' in the first instance but if you skim through it again, it does become clearer. Certainly, it is a field/topic that is  not going to go away and is entirely relevant to the current leadership environment. I think you 'hit th enail on the head' with your comment about the importance of education. 

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Thank you for sharing, Charlotte. Perhaps, the article is a little bit of a 'hard read' in the first instance but if you skim through it again, it does become clearer. Certainly, it is a field/topic that is  not going to go away and is entirely relevant to the current leadership environment. I think you 'hit th enail on the head' with your comment about the importance of education. 

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Sue

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Good comments, Lily and interesting perspective about the generational similarities. Until I read this articel, I had not heard the term 'digital native' before. I know for sure that I do not belong to that group!

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Good comments, Lily and interesting perspective about the generational similarities. Until I read this articel, I had not heard the term 'digital native' before. I know for sure that I do not belong to that group!

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Sue

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Yes, Emily, certainly not an area/topic that is going to go away

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Yes, Emily, certainly not an area/topic that is going to go away

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Thanks for your comments, Bernie. Yes, even Avolia et al. identified that the "practice field has outpaced what is known about leadership" (p. 108) and that this area is currently a sea of uncertainty in terms of the long term effects on leadership as we currently understand the concept.

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Thanks for your comments, Bernie. Yes, even Avolia et al. identified that the "practice field has outpaced what is known about leadership" (p. 108) and that this area is currently a sea of uncertainty in terms of the long term effects on leadership as we currently understand the concept.

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Sue

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I found this a very challenging article to read! I struggled
with the terminology used but this Shareboard has really helped me to
understand. Thank you!

I have worked in my current unit for almost 10 years and I
have been fortunate to witness the dramatic impact that technology has had on
how we interact, how we learn, and now we are led. In theory, the use of AIT
brings people closer as it allows us to disseminate information with ease and
has improved access of the individual to the team and vice versa. The reality,
however, in my experience, is very different. I echo the other comments on the
Shareboard, my workplace utilises primarily email as a form of communication
and the staff have reached ‘saturation point’ where they barely take notice of
this form of communication anymore. The challenges I am faced with when using e-communication
is whether it is enough to just click ‘send’ on an email? How can we ensure
that the information has been received and understood? Also, who’s responsibility
is this to follow up? Despite the rise in the availability and use of AIT, we
are very old fashioned in my workplace and my manager does a ‘round’ of the
unit each day and is very accessible for face-to-face conversations. In my role
as an educator, I also try and maximise my visibility on the unit and if
possible, will always attempt to speak with a colleague in person before
sending an email. The staff in my workplace prefer this. In addition to emails,
my organisation introduced a social networking website called ‘Yammer’ a number
of years ago however the uptake by staff was very poor. My team are currently trailing
this forum as a method of information sharing in an attempt to reduce the
emails sent. We have a very strict policy in my organisation surrounding the
portrayal and representation of the hospital in public social media such as
Facebook and Instagram so I do not believe that these influence the staff
greatly. 

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I found this a very challenging article to read! I struggled
with the terminology used but this Shareboard has really helped me to
understand. Thank you!

I have worked in my current unit for almost 10 years and I
have been fortunate to witness the dramatic impact that technology has had on
how we interact, how we learn, and now we are led. In theory, the use of AIT
brings people closer as it allows us to disseminate information with ease and
has improved access of the individual to the team and vice versa. The reality,
however, in my experience, is very different. I echo the other comments on the
Shareboard, my workplace utilises primarily email as a form of communication
and the staff have reached ‘saturation point’ where they barely take notice of
this form of communication anymore. The challenges I am faced with when using e-communication
is whether it is enough to just click ‘send’ on an email? How can we ensure
that the information has been received and understood? Also, who’s responsibility
is this to follow up? Despite the rise in the availability and use of AIT, we
are very old fashioned in my workplace and my manager does a ‘round’ of the
unit each day and is very accessible for face-to-face conversations. In my role
as an educator, I also try and maximise my visibility on the unit and if
possible, will always attempt to speak with a colleague in person before
sending an email. The staff in my workplace prefer this. In addition to emails,
my organisation introduced a social networking website called ‘Yammer’ a number
of years ago however the uptake by staff was very poor. My team are currently trailing
this forum as a method of information sharing in an attempt to reduce the
emails sent. We have a very strict policy in my organisation surrounding the
portrayal and representation of the hospital in public social media such as
Facebook and Instagram so I do not believe that these influence the staff
greatly. 

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Isabelle L

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The article by Avolio, Sosik, Kahai and Baker (2014)
explores how leadership traits and mechanisms are influenced by advancement in information
technology. The article describes how the evolution of information technology
has created a shift in how organisations function with an even huge impact on
leadership styles. Avolio et al. (2014) identify the important changes that
have resulted from rapid technological advancement in terms of leadership
source and transmission. The source of leadership can be defined as a trait or
character of that leader or leaders which enables him/her or them to influence others. For
example, Hernandez, Eberly, Avolio and Johnson (2011) identified five loci
leadership namely leader, follower, leader-follower dyad, collective and
context. This can be equated to nursing environments where nurses do team
nursing and the collective source of leadership applies, for example nurses can
have different leaders such as the nurse unit manager, clinical nurse
consultant or team leader. Leadership transmission or mechanism is the method
used to enact leadership. Advancement in information technology broadens the
methods which leaders can use to enact leadership giving them many platforms to
communicate with staff. Other than face-face communication we use a lot of
e-mails as a mode of communication at our workplace. However successful
communication is usually hindered by pressure and demand of work and emails are
not always checked especially if doing clinical work. We also get an electronic
newsletter from management with important updates regularly. In addition, we
regularly do case mix meetings with our chief executive officer through video
conferencing or tele conferencing. Avolio et al. (2014) go on to point out that
we need to consider ethical issues when choosing methods of leadership
enactment as it remains unknown the extent to which problems may arise through
use of advanced information technology. We do use social media for communication
in our workplace such as Facebook especially when communicating about our
social club events. However, it remains a potential problem as some staff may use
it inappropriately to air out their concerns and some messages on social media
can be profound and disrespectful.

 

REFERENCES:

Avolio, B.
J., Sosik, J. J., Surinder, K. S., & Baker., B. (2014). E-leadership:
Re-examining

transformations in leadership source
and transmission. The Leadership quarterly,
25(1), 105-131.

 

Hernandez,
M., Eberly, M. B., Avolio, B., J., & Johnson, M., D. (2011). The loci and
mechanisms of

leadership: Exploring a more
comprehensive view of leadership theory. The
leadership quarterly, 22(6), 1165-1185.

# data[].attributes.subject
The article by Avolio, Sosik, Kahai and Baker (2014)
explores how leadership traits and mechanisms are influenced by advancement in information
technology. The article describes how the evolution of information technology
has created a shift in how organisations function with an even huge impact on
leadership styles. Avolio et al. (2014) identify the important changes that
have resulted from rapid technological advancement in terms of leadership
source and transmission. The source of leadership can be defined as a trait or
character of that leader or leaders which enables him/her or them to influence others. For
example, Hernandez, Eberly, Avolio and Johnson (2011) identified five loci
leadership namely leader, follower, leader-follower dyad, collective and
context. This can be equated to nursing environments where nurses do team
nursing and the collective source of leadership applies, for example nurses can
have different leaders such as the nurse unit manager, clinical nurse
consultant or team leader. Leadership transmission or mechanism is the method
used to enact leadership. Advancement in information technology broadens the
methods which leaders can use to enact leadership giving them many platforms to
communicate with staff. Other than face-face communication we use a lot of
e-mails as a mode of communication at our workplace. However successful
communication is usually hindered by pressure and demand of work and emails are
not always checked especially if doing clinical work. We also get an electronic
newsletter from management with important updates regularly. In addition, we
regularly do case mix meetings with our chief executive officer through video
conferencing or tele conferencing. Avolio et al. (2014) go on to point out that
we need to consider ethical issues when choosing methods of leadership
enactment as it remains unknown the extent to which problems may arise through
use of advanced information technology. We do use social media for communication
in our workplace such as Facebook especially when communicating about our
social club events. However, it remains a potential problem as some staff may use
it inappropriately to air out their concerns and some messages on social media
can be profound and disrespectful.

 

REFERENCES:

Avolio, B.
J., Sosik, J. J., Surinder, K. S., & Baker., B. (2014). E-leadership:
Re-examining

transformations in leadership source
and transmission. The Leadership quarterly,
25(1), 105-131.

 

Hernandez,
M., Eberly, M. B., Avolio, B., J., & Johnson, M., D. (2011). The loci and
mechanisms of

leadership: Exploring a more
comprehensive view of leadership theory. The
leadership quarterly, 22(6), 1165-1185.

# data[].attributes.body
I think AIT is becoming an integral aspect of communication within an organization. In my work place those in leadership positions will often communicate with employees through emails. Much of my work related education is done through MHPOD and is completed online.  I find in my work place emails are replied to by leaders in a timely manner and positive reinforcement for individual workers is shared and promoted through the team via email. On the whole I do not enjoy emails at work. I find I receive too many and many of them do not relate to me. I have missed important emails as they have been lost among other emails. I sometimes feel overwhelmed and will avoid looking at it. Especially when work has been difficult or I am on night shift.

I believe that the use of AIT between the  organization i work for and current patients is very limited. There is no computers available for patients on the unit and feedback is promoted in written form and there is limited access to pens on the acute inpatient unit. There is plans to introduce a monitor for education and communication from the facility to the patients as well as a computer for patients to use. This is not helpful for current patients who feel frustrated with their lack of access to AIT while they can see nursing staff and OTs using computers for work. I find this causes dissatisfaction for patients who request to use a computer for centerlink or communication with others as nurses cannot provide patient access to work computers.

Caeli McCance

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I think AIT

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I completely agree with what you are saying here about communication through email. We use a computerised clinical system in the aged care facility i work at and I find, people don't actually verbalise important information about changes face to face any more, it is either done via email or staff messages.
Di

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I found this article a tough read. Avolio and co-authors (2014) aimed to address how AIT and leadership interact, examining its impact on individuals, groups and organisations, concluding that the introduction of AIT complicates leadership dynamics.  Avolio, Sosik, Kahai, and Baker (2014) outlined e-leadership as the fundamental change in the way leaders and followers relate to each other with and between organisations. Prior to AIT, the source of leadership was the leader themselves, and the transmission was purely the leadership style that the source possessed. With the introduction of AIT, the transmission of leadership has evolved into a more complex process. An example of AIT in my workplace has been the implementation of patient flow portals. The implementation of the patient flow portal aims to assist staff from all levels with patient flow through the hospital. It has the ability to highlight what patients are waiting on, estimated discharge dates etc. The portal will be a huge asset to the hospitals operations by saving time lost in phoning bed managers etc. however in this initial stage it has been critical for the leaders to provide education to staff in regards to the use and management of the portals.

Avolio, B., Sosik, J., Kahai, S., & Baker, B. (2014). E-leadership: Re-examining transformations in leadership source and transmission. The Leadership Quarterly, 25(1), 105-131.

Charlotte Mills

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The This article again was another interesting article. Avolio and co authors (2014) describe traditional leadership as source and transmission. Source being defined as the leader and transmission the styles or behaviours of the leader. The article goes on to describe 5 loci of leadership and 4 mechanisms of leadership. Through reading the article , I was able to think of my own work and identify different situations. I would like to share a positive experience of e-leadership from my current position, the source being my team leader and the transmission being via positive information sharing via team emails.

Recently my team leader commenced a weekly email called "the week that was" in an attempt to keep communication between our teams positive and relevant. My team leader (TL) is quite often distanced from our teams given that she manages 2 teams at 2 different sites. The

this email is sent to all team members and it includes a detailed account of what my TL has been doing over the week this can included training she has been to meetings she has attended etc it gives us updates on staffing/interview processes and transparency about budgeting and changes to come.  She adds a component in recognising team members for what we have done over the week or training we have attended. There is also a personal aspect for any events like birthdays of the staff or if we are having a morning tea etc.

The email is very positive it allows us to come together despite sitting at different sites. The article talks about affect - the attitudes of teams members towards the e- leaders messages - I have seen changes in the attirtudes of the team feeling more in the loop about things and knowing what is happening.

THank you all again for sharing your experiences and views on the shareboard

Jessica moussa

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Avolio and co-authors (2014) characterize the person/s who
initiate the leadership as the source or loci, and uses the term transmission
to describe how choice of leadership behaviour can alter how the 'followers'
will perceive the transmission. Interpretation will also depend on whether the
interaction is between individuals, dyads, groups or organizations. 

 

Email and text messages are useful for almost immediate interaction.
Our department managers often use group text messages to request staff to fill
departmental deficits. Unfortunately, this has become a daily occurrence, so the
transmission of these messages have become quite repetitive and even intrusive,
so now many of the staff ignore the requests where previously they would have
replied. The most common form of engagement between individuals, groups and management
within our organization is email. Although technology is becoming an intrinsic
part of life, sometimes face-to-face interaction may remain the most effective communication
choice. In our department, some staff are not adept or comfortable with using
technology, and many who have English as their second language. This may result
in e-leaders having inadequate engagement and the risk of misinterpretation
through language or cultural barriers from these written forms of communication,
which may result in conflict or lack of trust. Emotions are also difficult to
convey in an email or text, although this could be seen as a positive or
negative, depending on the type of interaction! 

E-leaders should develop trust in these e-relationships by
encouraging feedback and contributions from the followers, so that followers' confidence
is developed (Avolio,  et al, 2014). I believe AIT has changed our department's leadership
dynamic and helped in contributing to shared leadership by allowing followers
to contribute information and develop self efficacy. As our work environment
has become busier, we find it difficult to meet and engage with each other to network
or discuss work issues, so a social media page was formed to use as a communication
platform.  We use it to exchange information,
provide learning resources and as a support forum. This has become a positive, constructive
community, where we can engage and leadership is a dynamic, shared process. as any
individual in the group can initiate and contribute.  

 

Dallas F

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Avolio and co-authors (2014) characterize the person/s who
initiate the leadership as the source or loci, and uses the term transmission
to describe how choice of leadership behaviour can alter how the 'followers'
will perceive the transmission. Interpretation will also depend on whether the
interaction is between individuals, dyads, groups or organizations. 

 

Email and text messages are useful for almost immediate interaction.
Our department managers often use group text messages to request staff to fill
departmental deficits. Unfortunately, this has become a daily occurrence, so the
transmission of these messages have become quite repetitive and even intrusive,
so now many of the staff ignore the requests where previously they would have
replied. The most common form of engagement between individuals, groups and management
within our organization is email. Although technology is becoming an intrinsic
part of life, sometimes face-to-face interaction may remain the most effective communication
choice. In our department, some staff are not adept or comfortable with using
technology, and many who have English as their second language. This may result
in e-leaders having inadequate engagement and the risk of misinterpretation
through language or cultural barriers from these written forms of communication,
which may result in conflict or lack of trust. Emotions are also difficult to
convey in an email or text, although this could be seen as a positive or
negative, depending on the type of interaction! 

E-leaders should develop trust in these e-relationships by
encouraging feedback and contributions from the followers, so that followers' confidence
is developed (Avolio,  et al, 2014). I believe AIT has changed our department's leadership
dynamic and helped in contributing to shared leadership by allowing followers
to contribute information and develop self efficacy. As our work environment
has become busier, we find it difficult to meet and engage with each other to network
or discuss work issues, so a social media page was formed to use as a communication
platform.  We use it to exchange information,
provide learning resources and as a support forum. This has become a positive, constructive
community, where we can engage and leadership is a dynamic, shared process. as any
individual in the group can initiate and contribute.  

 

Dallas F

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I found this article to be so interesting.

Avolio, Sosik, Kahai and Baker (2014) describe two aspects to leadership. The source or loci of leadership as being the leader, follower, leader-follower-dyad, collective and context, and the mechanisms of leadserhip to include traits, behaviours, cognition and affect. I can definitely see the positive and negative aspects to Advanced Information Technology (AIT) in leadership.

I receive countless emails, and if I do not acknowledge or respond to these immediatley, I will find myself completely unaware to new policies/students/doctors in the hospital or on the ward. I find myself checking my email at least 20 times a day while at work, and about 5 times from home. My manager and I often share an office, and similarly to Trish, the majority of our communication is done via email, which to me, seems ineffective.

However, if I want to communicate with any of my staff, I do not even try to email them. They do not check their emails, even though they are aware they should, and if they do, they skim through the information. My ward is full of staff in either their early twenties, or late fifties, and neither age group responds well to AIT, interestingly.

For me, the positives to e-communication are definitely the ability to efficiently communicate with groups of people, and the efficacy of responses, however, in some circumstances, emails can be easily misinterpreted, or as mentioned in the article “prematurely judging intentions”.

Lily Turner

Avolio, B., Sosik, J., Kahai, S., & Baker, B. (2014). E-leadership: Re-examining transformations in leadership source and transmission. The Leadership Quarterly, 25(1), 105-131.

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Discuss with peers what Avolio and
co-authors (2014) mean when they describe leadership as ‘source’ and
‘transmission’ and include any examples from your professional experience.

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Discuss with peers what Avolio and
co-authors (2014) mean when they describe leadership as ‘source’ and
‘transmission’ and include any examples from your professional experience.

# data[].attributes.body
I enjoyed this article discussing advanced information technology (AIT) and its transformative implications upon leadership and organizational functioning.

As Dasgupta (2011) states both leadership and technology affect and transform each other, as well as being affected and transformed by each other. Traditionally the leader was the source of leadership and how this was transmitted was dependent on individual style within a face-to face (FtF) interaction.

Avolio, Sosik, Kahai and Baker (2013) outline how E-leadership can be variable, with the source, or locus of leadership, originating from the assumed leader and/or follower, leader-follower dyads, with members in a virtual group and the proposed context, including within the internal and external environment.

I certainly have been working long enough to remember when communication was only via internal mail (yes in an envelope), messages on a notice board, the “communication book” or from group FtF interaction.

The written communication book was what we used mainly before email, and it was expected you would view it each day you were on duty.  Our department has grown incredibly over the last 10 years and we were not so reliant on email communication initially. Now however, as a number of people have stated, we are expected to check emails daily, in fact often more that once a day if you are wishing to work overtime, as messages for extra shift availabilities are regularly posted here. Email is vital in our department given the sheer size, it would be impossible for our managers to communicate FtF all the time and get anything else completed. Particularly if you are not at work daily- ie casual or part time staff or you are on leave (sick, maternity, etc) you can still remain up-to-date by logging on from home. With such ease of access one may feel like they should be checking emails or looking at the website when they are not at work so as to keep up. Una mentioned this may contribute to being overwhelmed, even when not at work.

Facebook  (Organisational and local) and twitter are also used within my organization.  I read the section about relatedness and social media with interest as certain managers and senior staff are “friends” on Facebook with some staff and I have witnessed changes in group dynamics and leadership influence in relation to posting online and the inclusion, or rather the exclusion of particular staff.

AIT is now integral to our life that leaders and followers alike need to keep up with its social influence and understand the multiple levels of source and transmission.

Simone

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The article by Avolio, Sosik, Kahai, and Baker (2014), proved to be a very interesting and thought provoking read into how Advanced Information Technology (AIT) effects leadership in both a positive and negative light. With the ever rising popularity of email and social media the domain of leadership is changing. Avolio et al., (2014), highlight how the explosion of AIT use has altered the tradition leader- follower dyad, as followers now have the collective power of social media to change the way leaders lead as networking and information sharing can shift positive and or negative attitudes quickly and may influence outcomes by bypassing the leader all together. This blurring of the already sometimes unclear lines between leaders and followers makes leadership even harder to define.
AIT allows communication with a larger number of people easier with computer mediated communication allowing leaders to efficiently communicate with different groups and sub-groups and tailor information accordingly. This instant for communication however need to be carefully worded as tone can be easily lost in translation.  I agree with my what I have read in fellow student’s posts, if I don’t check my work emails daily I have no idea what is going on, for example I checked my emails this morning after two days off and has 90 new emails from my manager and the leadership team about different projects and issues on the ward. This lead to a moment of anxiety and guilt as its expected that all emails are read and followed up in a timely manner.

Emily Kelso

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This article was a very interesting one and a concept that I haven’t had that much experience with. The article described ‘source’ and ‘transmission’ with the source being the different types of leaders and transmission meaning how the information is passed onto the people who report to the leader. Working shift work in nursing can sometimes mean you don’t meet with your leader for days or even weeks at a time, therefore the use of Advanced Information Technology can prove quite useful when it comes to receiving information – similar to what Allington was saying in their post. The only experience I have in my workplace of AIT is email, which I find is a helpful tool that I check daily. AIT is also useful in the sense that we are sent information about upcoming training and events that may help us better our practice. However I have numerous colleagues that would disagree with me, and say that there is no beating face-to-face communication, and therefore miss a lot of crucial information due to not keeping up to date with AIT.

While there are pros and cons to AIT, I also agree with what Kerry posted regarding the sheer volume of information that is communicated by AIT in my workplace and wonder if Kerry is accurate when she refers to it as another stress not needed.

I am still undecided I think!

Great topic, one that I’m sure we will see more of in the future.

Emily Rayner

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HLSC605 Module 1: Activity 3

Discuss with peers what Avolio and co-authors (2014) mean when they describe leadership as ‘source’ and ‘transmission’ and include any examples from your professional experience.

I totally agree with notions here that there is a lot of usage of Advanced Information Technology (AIT) in the areas we work, and in most part, it is not even a case of whether we can opt in or opt out as some of these advances in AIT are now part of the working life.  Avolio et al (2014) touched on Leadership as “source” and “transmission” in this article and it this view asked urged me to ask self as to the meaning of this from my own working life as an upcoming leader.

The source described is the various types of leaders whilst the transmission is the means in which this style of leadership gets transmitted down the line to the people who reports to this leader. In traditional terms where face to face leadership exist, both forms of communication, verbal and non-verbal, can be seen and can play a part in either getting the information through or actually becoming a barrier to this information getting through. E-leadership has taken over in that a leader who is in charge of a large team like in nursing, where people work different shifts and some never work together because they are on fixed shifts that are on different days, most directives from the leader therefore tend to use AIT. Emails can be sent to the whole group regardless of whether you are rostered to work or you are on annual leave away in another country.

AIT used in this way is therefore empowering in that it is a duty of the follower to make sure that they read and understand, changes and new ideas that have come to the surface even in their absence, and to ask if such information is not clear, thereby bringing back face to face interaction to leadership. Just like what the article says, AIT come in different formats, email here being the most used in my organisation because everyone is given an email address on starting employment. However, as a leader I cannot expect to use social media like face book and twitter to communicate important information to my followers and expect all of them to follow because some may rightfully not be on those platforms because its personal choice to have social media. As leaders, it’s important to know as well that AIT has two big flaws, transmitted information has got to be fit for purpose, correctly worded or presented because once sent, it could be out there forever even if you delete it yourself.  The second flaw is that social media is a relaxed platform which people use, and there exist a tendency to be ‘casual’ in matters that need to be formal. Overall, I believe that AIT should not change the leader, as a good leaders should always follow on to make sure that information transmitted has arrived at destination and decoded in the way expected, without losing meaning, seriousness and value as the attached image is trying to show.

REFERENCE

Avolio B.J., Sosik J.J., Kahai S.S. & Baker B. (2014) E-leadership: Re-examining transformations in leadership source and transmission. The Leadership Quarterly, 25, (1)105-131

Allington Gono

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Sorry somehow my post got posted before I could finish it, and I could not retrieve it.

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Sorry somehow my post got posted before I could finish it, and I could not retrieve it.

# data[].attributes.body
What I was saying is that the source develops as a result of individuals becoming the leader. Each participating individual are sources of influence on the group and can also become leaders.This I find can happen in these posts as I read other peoples posts.Transmission refers to how the leadership is transmitted.
I work as a Clinical facilitator and our office is situated in the same area as our Clinical Co-ordinator. Her office is a small room within our office. Yet all communication is done via email even though we are in close proximity. You think it would be easier for her just to pass on the information face to face. But today this method of communication is immediate and you can communicate with everyone at your convenience. We still however have DECK phones if needed.
I do recognize however as the article talks about that tone and meaning behind this communication style can be interpreted in a positive or negative manner without necessarily meaning to and can be open to interpretation.
This style is here to stay
Thanks Trish Mair

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Transformation in leadership source and transmission got me thinking how this method of communication has become intergrated into our working lives today. Without even really noticing it has become the new way for Management to communicate with fellow employees.
Avolio,Sosik, Kaher & Baker (2014) discuss advanced information technology (AIT) and the examination of e-learning and how leaders can use AIT when interacting virtually.
E-learning is a way in which leaders and followers relate to each other within the organization or between organizations.With the purpose to produce a change in attitudes ,feelings,thinking ,behavior and performance with individuals,groups or organizations.
In this process the source

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Thankyou for providing alternative perspectives, Una. I haven't explored research into the association between expectations of 24 hour workplace availability via emails and staff burnout but I am sure that this will be an area for future research if not already.

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Thankyou for providing alternative perspectives, Una. I haven't explored research into the association between expectations of 24 hour workplace availability via emails and staff burnout but I am sure that this will be an area for future research if not already.

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Sue

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Interesting thoughts, Catherine, especially in relation to the ethical implications and also whether we now bow to societies expectations. Sue . 

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Interesting thoughts, Catherine, especially in relation to the ethical implications and also whether we now bow to societies expectations. Sue . 

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Very insighful, Kerry and you are quite right.  I think that the term might be 'information overload'. However, of course there are also so many benefits with the instant availability of information but I agree we are in the early days of managing these  issues. 

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Very insighful, Kerry and you are quite right.  I think that the term might be 'information overload'. However, of course there are also so many benefits with the instant availability of information but I agree we are in the early days of managing these  issues. 

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Good points, Amanda, especially in relation to your prediction about future staffing/skill mix and a more competitive arena. What do others think about this? From my perspective, I am old enough to  have lived in the era before computers became household items and I can still recall the widespread fear that computers would "take over all of our jobs". In stark contrast, as we all know, technology has created a huge industry and many more jobs than anyone could possibly have imagined. Whether the same will occur with regard to leadership roles is yet to be determined. In any case, I cannot see that any time too soon. Again, computerisation has seemed to have created multiple levels of 'leadership'. 

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Good points, Amanda, especially in relation to your prediction about future staffing/skill mix and a more competitive arena. What do others think about this? From my perspective, I am old enough to  have lived in the era before computers became household items and I can still recall the widespread fear that computers would "take over all of our jobs". In stark contrast, as we all know, technology has created a huge industry and many more jobs than anyone could possibly have imagined. Whether the same will occur with regard to leadership roles is yet to be determined. In any case, I cannot see that any time too soon. Again, computerisation has seemed to have created multiple levels of 'leadership'. 

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Sue

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Technology is part of our life nowadays, both professional and personal and the role of leadership in managing technology and particularly eCommunications is becoming increasingly important. Sue

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I also found this article interesting , though as fast paced and evolving as this topic is , there are many aspects to review. I feel that in this continually evolving area the need to be  updated with current trends is opportunity to develop leadership. Avolio et al (2014) discussed the vertical horizontal, and diagonal forms of leadership in source and transmission, which I feel is comparable to finding leaders within the work environment that are passionate about a topic and letting them develop, grow and implement the changes. In our workplace the use of technology has become common and constantly evolving. I am expected   to read emails to keep updated on current issues, as is most of you on this forum. In our work place nursing staff are required to send text message results, which have implications of confidentiality and consent. This is time consuming and resource limited but is a requirement and expectation from society that has become accustomed to instant answers on healthcare , again made possible through technology. I believe that as health professionals and leaders we have to adjust with the ever changing technology, as this is the expectation in  health care. I am not sure if we are providing a better and more efficient patient quality of care, as Una states or are we providing a level of care to societies expectations.
Catherine Maher

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This article presents a lot of ideas about E-leadership and the future directions for research. Avolio et al (2014) present traditional theories of leadership as an example where the source of leadership is defined as the leader, and how it is transmitted and measured is based on the styles or behaviors of that leader. I think with online interactions it is the multiple number of people and leadership styles involved that can either add to the interaction or take away. Avolio et al (2014) refers to this as augmenting the transmission, and sometimes substituting or subtracting from it. This could be an example of why some have difficulties with e-learning where others don’t. The transmission can cause problems due to misinterpretation by the reader.

Although there are a number of benefits to E-Leadership which Amanda has already referred to, the aspect that stands out is the sense of community people experience from this format. Being part of something can contribute to a sense of leadership otherwise not experienced in traditional forums. My personal experience of E-Leadership is mostly okay but I am experiencing more difficulties recently. The number of emails from various departments is enormous. These departments have several layers of management which can also be sending emails. What ends up happening for me is emails are deleted due to a lack of time to read them. This means I have to be discriminatory in what I read which also takes time. I have missed emails due to this overload and just like other comments, this becomes another stress not needed. I think we are in the early days of how to manage these issues and possibly this may end up being another training experience in the system at some point. To read or not to read, that is the question….

Kerry M

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I also enjoyed the article, the critical appraisal and some new angles to think about with AIT. In my workplace we are certainly using more phone apps, sms communications with clients, GPS tracking for staff safety and some hand held portable IT devices on home visiting. 'Followers' may consider work-related technology eg emails, yammer groups, sms memos, all part of a transmission that is 'group intended' from their leader - which may or maynot lead to relevance, or even 'hit the mark' with individuals. There is wide variation in misinterpretation (as mentioned in the article) due to tone, genuine intention, language and lack of body language or visuals. As Una outlined in her comments, the expectation to receive & respond to transmissions, because they come from your employer/manager or workplace - is a sense of responsibility on employees that can create stress, including responses to work responsibilities in your 'off-work' time that can rapidly lead to stress, burn out and fatigue.In the most extreme, employees may send in repsonses while on holiday, or sick leave. In mentoring new employees, I discuss boundaries between home/work as this can quickly be blurred and overwhelming, especially with the overlay of 24/7 communication strategies. It is a modern day challenge, of a global proportion, that is advancing so rapidly.  Organisations are often under-resourced to keep up with relevant processes and policy to support staff (and themselves) in managing this.

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I also enjoyed the article, the critical appraisal and some new angles to think about with AIT. In my workplace we are certainly using more phone apps, sms communications with clients, GPS tracking for staff safety and some hand held portable IT devices on home visiting. 'Followers' may consider work-related technology eg emails, yammer groups, sms memos, all part of a transmission that is 'group intended' from their leader - which may or maynot lead to relevance, or even 'hit the mark' with individuals. There is wide variation in misinterpretation (as mentioned in the article) due to tone, genuine intention, language and lack of body language or visuals. As Una outlined in her comments, the expectation to receive & respond to transmissions, because they come from your employer/manager or workplace - is a sense of responsibility on employees that can create stress, including responses to work responsibilities in your 'off-work' time that can rapidly lead to stress, burn out and fatigue.In the most extreme, employees may send in repsonses while on holiday, or sick leave. In mentoring new employees, I discuss boundaries between home/work as this can quickly be blurred and overwhelming, especially with the overlay of 24/7 communication strategies. It is a modern day challenge, of a global proportion, that is advancing so rapidly.  Organisations are often under-resourced to keep up with relevant processes and policy to support staff (and themselves) in managing this.

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Bernie Cavanagh

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Hello everyone. I enjoyed the interesting article from Avolio et al., (2014). Amanda summed it up very well.                                                                                                              This article highlighted the new, existing
and improving positive and negative changes in leadership through the use of
advanced information technology (AIT). This article explains that there are two
main aspects of leadership the source also known as the locus and the transmission
which includes the way the leadership style is transmitted.  There are five sources of leadership such as
leader, follower, leader-follower dyad, collective and context. Also four
mechanisms were listed as traits, behaviour, cognition and affect. In my
opinion, advances in technologies means a greater change for leadership styles
and for followers of leaders to be able to keep up. To illustrate starting
nursing seven years ago, I never had a work email. Nowadays, if I don’t check
my work emails daily, I will definitely miss out on something, such as a staff
meeting, memos, updates such as on policies etc. I feel in my unit, if this is
the case, there is sometimes little empathy from my leader if I have not read my
emails and kept informed about my workplace, which includes responding to my
emails. In a positive light, this method of communication is fast, easy and
reliable. I like Amanda comment about emails in the first person, it does give a sense that staff are being spoken to on an individual level. In my workplace, we do receive positive and constructive feedback via emails which
ensures everyone gets the same message. However, for me I end up checking work
emails at home, thus spending more time on work-related issues. Thankfully, I
have not added my work email to my phone yet, but I know other nurses do, which
means they are constantly updated about work issues, begging the question
whether or not this increases the risk of carers’ fatigue and burn out. From
experience, I find some emails are wrote in a manner not intended too.
Sometimes, emails can be wrote in a way not intended to or spelling errors may
portray the wrong/misinformed information. For example, leaders with the trait
of dominance may write emails in a matter-of-fact way which may insult the
readers.  All in all, leaders have to keep up with new advancing technology which may be a challenge for some, but also may provide better and more efficient patient quality of care.                                                                                                    Regards Una

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Hello everyone. I enjoyed the interesting article from Avolio et al., (2014). Amanda summed it up very well.                                                                                                              This article highlighted the new, existing
and improving positive and negative changes in leadership through the use of
advanced information technology (AIT). This article explains that there are two
main aspects of leadership the source also known as the locus and the transmission
which includes the way the leadership style is transmitted.  There are five sources of leadership such as
leader, follower, leader-follower dyad, collective and context. Also four
mechanisms were listed as traits, behaviour, cognition and affect. In my
opinion, advances in technologies means a greater change for leadership styles
and for followers of leaders to be able to keep up. To illustrate starting
nursing seven years ago, I never had a work email. Nowadays, if I don’t check
my work emails daily, I will definitely miss out on something, such as a staff
meeting, memos, updates such as on policies etc. I feel in my unit, if this is
the case, there is sometimes little empathy from my leader if I have not read my
emails and kept informed about my workplace, which includes responding to my
emails. In a positive light, this method of communication is fast, easy and
reliable. I like Amanda comment about emails in the first person, it does give a sense that staff are being spoken to on an individual level. In my workplace, we do receive positive and constructive feedback via emails which
ensures everyone gets the same message. However, for me I end up checking work
emails at home, thus spending more time on work-related issues. Thankfully, I
have not added my work email to my phone yet, but I know other nurses do, which
means they are constantly updated about work issues, begging the question
whether or not this increases the risk of carers’ fatigue and burn out. From
experience, I find some emails are wrote in a manner not intended too.
Sometimes, emails can be wrote in a way not intended to or spelling errors may
portray the wrong/misinformed information. For example, leaders with the trait
of dominance may write emails in a matter-of-fact way which may insult the
readers.  All in all, leaders have to keep up with new advancing technology which may be a challenge for some, but also may provide better and more efficient patient quality of care.                                                                                                    Regards Una

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The article by Avolio, Sosik, Kahai, and Baker (2014), discusses the changes in leadership structure of both the loci and source of leadership to the mechanisms by which leadership is transmitted in context to the increasing use of advanced information technology (AIT). The article discusses the changes in the leader-follower dyad from the traditional from leader as loic or source to follower as loci or source and vice versa. Avolio, et al., (2014) propose that with the rise of AIT, control of outcomes, direction and innovation is also at available to the followers. The authors indicate that with social media such as twitter and facebook, people are able to influence decisions and outcomes circumventing the need to have approval and support by a leader, manager, or other hierarchal mechanism. This means that the source of leadership may be more difficult to define and may also not be designated to an individual, but rather to a group or collaboration of people.
The benefits of e-leadership include allowing for a greater scope of participation and sharing of ideas. The use of computer medicated communication (CMC) also allows for leaders to tailor communication to suite the group dynamic. The authors agree that there remains a body of work to be undertaken to identify how aspects such as traits, behaviours, cognition and affect that are present in face to face contact, can be integrated into CMC of e-leadership environment.
In my work place, examples of e-leadership within the health care system include emails such as ‘Message from the board’ (executive) that are written in first person, can be reflective and give the sense that each member is being spoken to on an individual level. There is also provision for staff to interact and provide feedback. This style, method or transmission of e-leadership is constructed to provide a sense of community and provides a presence of leadership that may not have been otherwise available. Avolio et al., (2014) make a point that dependant on whether the technological mechanism is used in the ‘spirit’ of its conception will determine whether or not it provides a successful e-leadership vehicle.
While this is an exciting concept, it is also anxiety provoking as the use of e-leadership grows, the need for managers and leaders on the floor may decrease. This may in turn lead to a more competitive arena for the leadership positions that are available.
Amanda Petrie