A511.5.3.RB - Remote Transformational Leadership

What was the point of the research?

Remote leadership was defined in the article as “leadership interactions that are characterized by electronically-mediated communication between geographically and physically isolated leaders and followers” (Kelloway et al., 2003, p. 164).  Previous research suggests transformational leadership cannot be effective if close interpersonal contact between leaders and followers does not exist.  The point of the research was to attempt to measure the effectiveness of remote transformational leadership through computer-mediated communications.

What were the hypotheses?

In the first study, the authors were interested in answering two questions.  “First, can recipients perceive and accurately identify leadership “styles” communicated by email?  Second, is receiving an e-mail with a positive (i.e. transformational leadership) leadership message as opposed to a negative message (i.e. management-by-exception or laissez-faire) perceived to be associated with positive outcomes?” (Kelloway et al., 2003, p. 164).  In the second study, the authors “hypothesized that individuals exposed to e-mail messages containing a charismatic or intellectually stimulating message would express higher levels of performance on a laboratory task than individuals who received e-mail instructions that did not contain these aspects of transformational leadership” (Kelloway et al., 2003, p. 167).

What was the research method used?

The first study used a qualitative method using vignettes to assess whether recipients could identify leadership (transformational, management-by-exception, or laissez-faire) messages through e-mail.  The second study used a quantitative approach through a group problem solving exercise.  The questionnaires were scored based on the group and individual responses to either a charismatic, intellectually stimulating, or neutral e-mail.  

Were the results supportive of the research goals?

The results of the research were supportive of the hypotheses.  The first study demonstrated that participants can correctly identify different leadership styles through electronic communication as opposed to face-to-face communication.  The second study showed participants can identify and respond to electronic communication just as effectively as directly transmitted communication.  More specifically, the results “support those reported in study 1, suggesting that individuals can detect, and thereafter respond to different leadership styles expressed through an electronically-mediated channel of communication” (Kelloway et al., 2003, p. 169).

Of what value was the research?

This research is valuable because it helps disprove that remote transformational leadership is not effective as face-to-face interaction.  My primary form of communication at work is e-mail and face-to-face communication is continually decreasing in my organization.  Learning that I can use a transformational leadership style through my e-mail communication makes me feel more comfortable because it can be just as effective as face-to-face communication.  The research also indicates the importance of including a charismatic and intellectually stimulating message within my messages to achieve optimal leadership effectiveness.

References:

Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2003). Remote transformational leadership. Leadership & Organization Development Journal, 24(3), 163.