Remote Transformational Leadership
I read this study before I realized it was also the topic for my blog. Based on my experiences with the Air Force, I found myself injecting commentary as I read. So, to ensure the appropriate separation between the actual study and my commentary remained in tact, I reread it. The second time through did not make it riveting, exciting, or even something I'd recommend to a friend any more than the first time I read it, but it did give me the opportunity to look at it from a different perspective. I'll begin by answering a few questions posed to me. They gave me a little focus and probably changed the entire attitude and feel of this blog.The premise of this research was that Transformational Leadership is the most researched of all the leadership theories. Its implications to organizational attitudes and outcomes are well established. It works. It is also understood that the leader-follower relationship is tightly involved, strong, and somewhat complicated. Additionally, some research suggests physical presence of the leader is important. Other research indicates that without physical presence, leadership will not occur. However, the way business is conducted around the workd continues to change. It is not uncommon or unrealistic that the leader and follower would be physically separated in the execution of daily duties (Kelloway, Barling, Kelley, Comtois & Gatien, 2003). I should mention that this article was originally published in 2003. Today it may be unrealistic to assume physical presence. What happens if conditions prevent physical presence between the leader and follower(s)?
The purpose of this research, almost apologetically, was simply to broaden the understanding of remote transformational leadership. This research conducted two studies. the first study very simply looked at two questions: 1) "Can recipients perceive and accurately identify leadership 'styles' communicated by e-mail?" and 2) "Is receiving an e-mail with a positive (i.e. transformational) leadership message as opposed to a negative message (i.e. management by exception or laissez-faire) perceived to be associated with positive outcomes" (Kelloway, Barling, Kelley, Comtois & Gatien, 2003)? The second study was to build on the results of the first by looking at the effects of remote leadership on motivation and performance in a laboratory environment.
Since research in this area was just getting started the researchers chose a vignette approach to maximize experimental control and internal validity. Participants read one vignette containing one message in one of the styles and were asked to identify the style. The second question was addressed in a similar manner. The results supported the primary hypothesis; participants were able to identify the intended characteristics of the remote leader. After that, they were able to respond to different leadership styles expressed through and electronically mediated channels of communication (Kelloway, Barling, Kelley, Comtois & Gatien, 2003).
This study, as simple and as predictable as it is, is important. All it really said was a transformational leader can send remotely located followers messages via electronic media and they will be interpreted accurately and have the same effect as if delivered personally. In actuality what it did was set the stage for and opened the field for continued research on the subject. It will serve as the foundation and future research will build upon it.
As one might expect, follow on research is being conducted to fill in the many blanks still unanswered. I am not sure what research will hold for remote leadership in general. My background in aircraft maintenance with the Air Force provided me many opportunities to experience remote leadership first hand. I have also experienced it from the leadership role. Communication on a good day and face-to-face is tricky. There were no transformational messages nor were there any laissez-faire, but management by exception seemed pretty popular. Like it or not, the message was always effective...accomplish that or suffer this. I joke around, but keep it simple has served the military leader well for many years. Yes the military is significantly different, but they have been doing remote leadership for a long time. It is never the optimal solution; it is often the only solution.
Attempting to remotely lead using a specific and complex leadership theory will be difficult. Things like the remote environment, complexity of the task to be accomplished, length of time the follower has been in the environment, logistics, and follower experience level are just few of many different variables that can effect leader-follower communication, task accomplishment, and ultimately leader effectiveness. Remote leadership is a reality today. We should strive to ensure the remotely located follower is equipped to be successful. If the situation is long term, on-sight leadership should be considered.
Reference:
Kelloway, E. K., Barling, J., Kelley, E., Comtois, J., &
Gatien, B. (2003). Remote transformational leadership. Leadership &
Organization Development Journal, 24(3), 163. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/226926653?accountid=27203
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