Influence of managers’ e-leadership skills on virtual team performance

Abstract

The influence of managers' e-leadership skills on virtual team performance was investigated in this research, with a specific focus on the mining industry in South Africa. The knowledge gap in understanding the specific e-leadership skills crucial for enhancing virtual team performance was aimed to be filled by the study. A qualitative approach was employed by the research, and insights were gathered through semi-structured interviews with twelve participants from different mines. The data collected was also interpreted using thematic analysis. It was found that e-leadership differs from traditional leadership in being output-driven, technology-based, flexible, and less people-centered. Essential e-leadership skills were identified, including digital communication skills, technology skills, emotional intelligence, and time and task management. Virtual team performance could be negatively impacted by the absence of these skills. Factors contributing to virtual team performance included clear meeting agendas, flexibility in scheduling, reliable technology, cultural sensitivity, trust, communication skills, and work-life balance considerations. It was concluded by the study that the enhancement of e-leadership skills can improve virtual team performance by improving communication, collaboration, and decisionmaking. Valuable insights were provided by the findings for organizations seeking to improve the effectiveness of their virtual teams, contributing to the ongoing academic discourse on this topic and offering practical recommendations for businesses.