Despite the importance of interpersonal influence processes in computer-mediated communication (CMC) environments, the emergence and functioning of leaders in CMC settings remains unstudied. An initial model and propositions address the possible extension of selected leadership models beyond face-to-face (FTF) communications and into the non-face-to-face CMC environment. We (1) model relevant variables for CMC leadership, (2) briefly review the implications of selected leadership models regarding these CMC variables, and (3) extend leadership models into the CMC sphere.
Corporate leaders, business communication
Business and Corporate Communications | Communication Technology and New Media | Leadership Studies | Strategic Management Policy
Strategy and Organisation
Journal of Business and Psychology
Springer Verlag (Germany)
GEORGE, Gerard and SLEETH, Randall G..
Leadership in Computer-Mediated Communication: Implications and Research Directions. (2000). Journal of Business and Psychology. 15, (2), 287-310. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4916
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.