Abstract
The idea of an ontology of leadership for the electronic age raises big questions from the perspective of leadership a broad interdisciplinary practice. This article aims to capture the current dilemma in leadership research and practice that Hackman and Wageman (2007) concluded is curiously unformed. It aims to add a socio-technical voice, rarely heard in a fiercely behavioural school, even where global advances in ICT have tipped the scales towards reifying a more integrative view of leadership. It does not claim to present an integrated theory of leadership; rather, it seeks to elevate the socio-technical school within leadership theory and shift the discourse on leadership to be more inclusive of socio-technical thinking. The concept of ontology, derived from Heidegger, to refer to as lived practices and experiences of a particular social group (in this case Africa), is extended to discuss a development-oriented ontology of leadership. This enables us to recognise that effective organisational leadership in Africa and other developing countries should be anchored in local values; encourage netrepreneurship, take into account opportunities afforded by mobile computing platforms and high diffusion of mobile applications; focus on ethical leadership engagement to spur e-particpation and e-democracy; and develop national and regional innovation systems to enable Africa and other developing regions to participate in global knowledge flows.
Highlights
INTRODUCTIONThis is followed by a synthesis of a limited set of “approaches to e-leadership” arising in an African context
This article addresses the gap in literature concerning a conceptualisation and problematisation of leadership that reinforces the mediating role of ICTs in the complex environment of organisations, the nature of the gap and the need to address it
The analysis considers what some of the “big questions” are in e-leadership practice
Summary
This is followed by a synthesis of a limited set of “approaches to e-leadership” arising in an African context. Three main constructs anchor this view of the nature of leadership, namely complexity in the global environment, the development-oriented context that informs an organising vision for e-leadership, and leadership as a strategic imperative (Avolio, Walumbwa & Weber, 2009).While possibly contributing to the continuing struggles by researchers towards an integrated and coherent theory of leadership (Day & Antonakis, 2012), contemplating the increasingly pervasive electronic environment can shift the leadership discourse to be more inclusive of socio-technical thinking. Researchers need to build on existing literature to evolve theories of leadership in the information age appropriate to the contextual dynamics and challenges of countries in Africa and other developing countries
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
