| Autor: |
Topcuoglu, Ethem, Kobanoglu, Mehmet Selman, Kaygın, Erdogan, Karafakıoglu, Engin, Erdogan, Selen Uygungil, Torun, Burcu Turan, Oktaysoy, Onur |
| Předmět: |
|
| Zdroj: |
International Journal of Organizational Leadership; 2023, Vol. 12 Issue 1, p22-40, 19p |
| Abstrakt: |
It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory. [ABSTRACT FROM AUTHOR] |
| Databáze: |
Complementary Index |
| Externí odkaz: |
|
