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Power in Online Leadership

Power in Online Leadership

Morten Fogsgaard, Claus Elmholdt, Rikke Lindekilde
Copyright: © 2018 |Pages: 21
ISBN13: 9781522540946|ISBN10: 1522540946|EISBN13: 9781522540953
DOI: 10.4018/978-1-5225-4094-6.ch008
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MLA

Fogsgaard, Morten, et al. "Power in Online Leadership." Online Collaboration and Communication in Contemporary Organizations, edited by Ditte Kolbaek, IGI Global, 2018, pp. 139-159. https://doi.org/10.4018/978-1-5225-4094-6.ch008

APA

Fogsgaard, M., Elmholdt, C., & Lindekilde, R. (2018). Power in Online Leadership. In D. Kolbaek (Ed.), Online Collaboration and Communication in Contemporary Organizations (pp. 139-159). IGI Global. https://doi.org/10.4018/978-1-5225-4094-6.ch008

Chicago

Fogsgaard, Morten, Claus Elmholdt, and Rikke Lindekilde. "Power in Online Leadership." In Online Collaboration and Communication in Contemporary Organizations, edited by Ditte Kolbaek, 139-159. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-4094-6.ch008

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Abstract

In this chapter, the authors explore how power processes can promote or hinder effectiveness in online leadership. The chapter offers a theoretical and empirical analysis of the power processes in online leadership, using the triangle of structural, personal, and discursive power as an analytical lens. The theoretical outset for understanding online leadership is the literature on boundaries and boundary-spanning leadership. The authors define online leadership as social influence processes mediated by technology to produce individual and collective efforts to accomplish shared objectives. The chapter is empirically based on material from one of the authors' PhD work on online leadership in a global Danish manufacturing company. The chapter illustrates how power can be used both constructively and destructively in online leadership.

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