E-LEADERSHIP AND INNOVATION PROCESS IN VIRTUAL TEAMS

Authors : Gizem Şebnem Beydoğan

Pages : 1429-1450

Doi:10.35408/comuybd.1535099

View : 93 | Download : 105

Publication Date : 2025-07-23

Article Type : Review Paper

Abstract :Rapid developments in the field of informatics have significantly changed the traditional management style of enterprises. Depending on the speed and level of technological development in the sectors, many services are supplied through interrelated virtual teams that increase the value of the services produced. The e-leader fulfils a number of functions such as coordinating and directing the work and employing innovative processes without direct, face-to-face interaction with the managers and employees in the sectors where the supply units are located. In addition to the technological and organisational challenges in these processes, the e-leader has to form virtual teams and involve the team employees in the innovation process, and coordinate the issues related to the external variables as well as the internal variables of the business. In this research, it is aimed to examine the roles and challenges faced by the e-leader in fulfilling the functions of an enterprise with virtual teams and accelerating the innovation process. Within the framework of this purpose, the way e-leaders fulfil their roles in the health sector, which uses virtual teams and supply chains until the health services reach the patient completely, has been selected as an example and analysed within the framework of literature data. In order to create the conceptual framework of the study, studies on the differences in the traditional management understanding of businesses and e-leadership understanding were utilised. The efforts of the e-leader in managing relations with stakeholders in the electronic environment and overcoming the internal and external problems of the enterprise are discussed thematically within the framework of the data obtained from written and printed documents. The main problems that the e-leader has to deal with in the innovation process are analysed in the way of implementing strategies such as coordinating, motivating and directing the work of employees to innovation without face-to-face interaction with the teams in the virtual supply chain. It was revealed that the acceleration of innovative practices in an enterprise is a process that depends on the successful implementation of the e-leader\\\'s roles. As a result, it is important for the e-leader to create virtual teams, to ensure harmony with other team members, to direct, motivate and inspire them to serve the purpose of the business, and to break the resistance to innovation. The idea of innovation is a process that starts in the minds of employees and emerges as design and implementation. The leader must manage this process effectively. When the process is managed well, it is predicted that team employees will accelerate their innovative thinking and orientation towards innovation. E-leader\\\'s utilisation of the psychological capital of the employees in the innovation process can facilitate their potential creativity. In this context, establishing sincere and natural communication with team employees, informing them, valuing their ideas and thoughts, supporting and rewarding innovations that are applicable and have corporate value, and including practices to increase tolerance and loyalty among team employees can increase the participation of teams in the innovation process towards corporate goals.
Keywords : Sanal Ekipler, e-liderlik, inovasyon, tedarik zinciri, psikolojik sermaye

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