Overview of empirical studies on affordances and leadership in a remote work setting
| Article | Technology | Affordances | Leadership implications | Context |
|---|---|---|---|---|
| Arvedsen and Hassert (2020) | PowerPoint, Kanban board | Affordances of talk and ICT objects | Leadership is collaboratively achieved in mundane meeting discussions by mobilizing several multimodal resources | Companies in the IT, engineering, oil and gas, consulting, and food and beverage industries |
| Brotheridge et al. (2015) | Computer-mediated communication (e.g. email, instant messaging, other digital media) | Communication media's affordances | Affordances of computer-mediated communication influence status differences between leaders and followers | Rescue and peacekeeping agency |
| Gilstrap (2019) | Mobile technologies | Mobile affordances for leaders | Mobile technologies afford team leaders' combination of physical and non-physical presence, managing multiple time-based interactions, and improving their ability to act or lead while on the move | First-, second-, and third-sector organizations |
| Malhotra and Majchrzak (2012) | Virtual workspace tools | Affordances of virtual workspaces | Virtual workplace affordances enhance situational awareness. Affordances influence satisfaction with knowledge coordination in virtual teams | Companies from service and manufacturing industries |
| Matikainen et al. (2023) | Unspecified | Knowledge-related affordances | Leaders identify knowledge-related challenges and opportunities during remote work. They manage tensions concerning knowledge codification, silos, and creation | Higher education institutions |
| Willermark and Islind (2023) | Unspecified | Virtual school affordances | Virtual school affordances enable school leaders to focus on core activities, implement distributed leadership and one-on-one interaction with staff, and provide more structure and clarity in decision-making and outreach activities | Schools |
| Article | Technology | Affordances | Leadership implications | Context |
|---|---|---|---|---|
| PowerPoint, Kanban board | Affordances of talk and | Leadership is collaboratively achieved in mundane meeting discussions by mobilizing several multimodal resources | Companies in the | |
| Computer-mediated communication (e.g. email, instant messaging, other digital media) | Communication media's affordances | Affordances of computer-mediated communication influence status differences between leaders and followers | Rescue and peacekeeping agency | |
| Mobile technologies | Mobile affordances for leaders | Mobile technologies afford team leaders' combination of physical and non-physical presence, managing multiple time-based interactions, and improving their ability to act or lead while on the move | First-, second-, and third-sector organizations | |
| Virtual workspace tools | Affordances of virtual workspaces | Virtual workplace affordances enhance situational awareness. Affordances influence satisfaction with knowledge coordination in virtual teams | Companies from service and manufacturing industries | |
| Unspecified | Knowledge-related affordances | Leaders identify knowledge-related challenges and opportunities during remote work. They manage tensions concerning knowledge codification, silos, and creation | Higher education institutions | |
| Unspecified | Virtual school affordances | Virtual school affordances enable school leaders to focus on core activities, implement distributed leadership and one-on-one interaction with staff, and provide more structure and clarity in decision-making and outreach activities | Schools |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.