The Role of e-leadership on Remote Decision Making: Key Learnings from the COVID-19 Pandemic

Abstract

This thesis investigates the role of e-leadership competencies in decision-making processes within private businesses during the COVID-19 pandemic. The pandemic forced a rapid transition to remote work, necessitating a deeper understanding of how leaders adjust to virtual environments and employ e-leadership practices. Despite the growing relevance of remote work, empirical studies on e-leadership remain scarce, particularly in the context of decision-making—a core leadership responsibility. This research addresses this gap by exploring the importance and impact of e-leadership competencies on remote decision-making and the value propositions these competencies present. The primary objective of this study was to investigate how e-leadership competencies influenced decision-making among private-sector leaders in Saudi Arabia during the COVID-19 crisis. A qualitative field study was conducted through interviews with 19 leaders from various private sectors, including software development, logistics, oil mining, and training services. These interviews provided in-depth insights into how leaders faced the challenges of remote decision-making during the pandemic. The findings indicated that leaders recognised two key e-leadership competencies, e-communication and e-technology, as crucial for facilitating remote decision-making. These skills enabled managers to maintain clear and consistent communication with their staff, utilising advanced technology to manage remote work successfully. Critical competencies such as e-trust, e-team, and e-change were also recognised as essential, highlighting their significance in building trust, managing teams, and supporting change in a remote environment. Interestingly, 70% of participants considered e-social competency crucial, yet not all leaders agreed, indicating differing viewpoints on the role of social skills in e-leadership. Through this analysis, two theoretical models emerged from the findings: i.A preliminary model of e-leadership competencies’ impact on remote decision-making processes. ii.A preliminary model of the value propositions of remote decision-making. These models identified seven key impacts influencing decision-making in a remote work environment, alongside five primary value propositions related to remote decision-making.

This research makes several significant contributions to the IS field and practice. Firstly, it empirically validates and extends Roman et al.'s (2019) e-competency framework by applying it to the context of remote decision-making during the COVID-19 pandemic. This application resulted in the development of two preliminary models that explain the impact of e-leadership competencies on decision-making processes in remote work environments. Secondly, the study fills a significant gap in the literature by identifying new value propositions associated with remote decision-making. Lastly, the research broadens the understanding of e-leadership in the context of private businesses, offering practical implications for managing remote work during disruptions and contributing valuable insights to the literature on business continuity and e-leadership. This thesis provides a comprehensive analysis of how e-leadership competencies influence remote decision-making in a disrupted remote work environment. The findings highlight the essential role of e-competencies in navigating the challenges of remote work, offering both theoretical advancements and practical guidance for leaders facing similar situations in the future. As organisations continue to adapt to the evolving landscape of remote working, the insights from this study will prove valuable in understanding and enhancing the effectiveness of remote decision-making.