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Tecnologias da informação e comunicação e liderança: a realidade da e-liderança
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| 3.85 MB | Adobe PDF |
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Abstract(s)
As tecnologias de informação e comunicação (TIC) permitiram à liderança tradicional assumir novos contornos.
O uso destas TIC levou ao surgimento de um novo paradigma na liderança, a e-liderança. Contudo, não se pode chamar à liderança com apoio nas TIC e-liderança.
Na e-liderança todos os processos de liderar decorrem com recurso às TIC e apenas excepcionalmente há recurso a encontros face a face (f2f). Enquanto que, na liderança tradicional, as TIC possam, de forma opcional ser utilizadas, tornando o processo mais ágil, na e-liderança são fulcrais e, sem elas, a mesma não existe.
Semelhante dependência obriga a que haja alterações em todas as facetas da liderança, como sejam as características do líder, da equipa e mesmo do tipo de relação que há entre ambos.
O líder, para ser e-líder, tem de assumir novos papéis, estar pronto para novos desafios e aceitar as novas responsabilidades que surgem com esta nova forma de liderar.
Para além de influenciar todos os aspectos mencionados, as TIC também alteram a forma como se cria e gere a informação e o conhecimento dentro das equipas, agora e-equipas. Primeiramente, e devido à necessidade de haver uma ferramenta que sirva de canal de comunicação entre emissor e receptor, surge uma diferença “física”. Depois, e devido à dificuldade na criação de confiança entre os elementos da e-equipa, podem surgir impedimentos na partilha de conhecimento.
Recorrendo a um estudo verificou-se que apenas 35% das empresas inquiridas possuem equipas virtuais. Claramente, a existência de equipas virtuais dentro das empresas dependerá, em certo modo, da sua dimensão, da sua maturidade, assim como do mercado em que se inserem.
Information and communication technologies (ICT) have enabled the traditional leadership take on new outlines. The use of these ICT has led to the emergence of a new paradigm in leadership, the e-leadership. However, one cannot call the leadership with ICT support e-leadership. In e-leadership all leading processes occur using ICT and only exceptionally there is the appeal to meetings face to face (f2f). While in traditional leadership ICT helps but does not prevent its realization in case of absence, in e- leadership they are critical and without them there is no place to it. Such dependence requires changes in all other angles of leadership, such as the characteristics of the leader of the team and even the type of relationship between them. The leader, in order to be an e-leader, must take on new roles, be ready to accept new challenges and new responsibilities that come with this new form of leadership. In addition to changing all these aspects, ICTs also changed the way how information and knowledge are created and managed within the teams, which now are e-teams. Primarily due to the need of a tool that serves as a channel of communication between sender and receiver, this is the "physical" difference, then because of difficulties in building confidence between the e-team elements that may prevent sharing knowledge. By using a study we found that about 35% of companies surveyed have virtual teams. Clearly, the existence of virtual teams within companies depends, in a certain way, of their size, their maturity as well as the market in which they operate.
Information and communication technologies (ICT) have enabled the traditional leadership take on new outlines. The use of these ICT has led to the emergence of a new paradigm in leadership, the e-leadership. However, one cannot call the leadership with ICT support e-leadership. In e-leadership all leading processes occur using ICT and only exceptionally there is the appeal to meetings face to face (f2f). While in traditional leadership ICT helps but does not prevent its realization in case of absence, in e- leadership they are critical and without them there is no place to it. Such dependence requires changes in all other angles of leadership, such as the characteristics of the leader of the team and even the type of relationship between them. The leader, in order to be an e-leader, must take on new roles, be ready to accept new challenges and new responsibilities that come with this new form of leadership. In addition to changing all these aspects, ICTs also changed the way how information and knowledge are created and managed within the teams, which now are e-teams. Primarily due to the need of a tool that serves as a channel of communication between sender and receiver, this is the "physical" difference, then because of difficulties in building confidence between the e-team elements that may prevent sharing knowledge. By using a study we found that about 35% of companies surveyed have virtual teams. Clearly, the existence of virtual teams within companies depends, in a certain way, of their size, their maturity as well as the market in which they operate.
Description
Keywords
Tecnologias da Informação e Comunicação Liderança E-liderança Informação empresarial Information and Communication Technologies Leadership E-leadership Business information
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Instituto Politécnico do Porto. Escola Superior de Estudos Industriais e de Gestão