IT oskused on olulised. Selle üle ilmselt vaidlust ei ole. Aga missugustest IT-oskustest on jutt? Kas e-kirja saatmine ja Zoomi-lingi loomine on piisavad? Ei tea. Minuni jõudvad praktikad viitavad küll üsna baasoskuste alumisele tasandile. Aga see ei ole etteheide, vaid sedastus. Võõrad inimesed tehku, mida heaks arvavad. Siinviidatu on vabalevis olev tekst ja see võiks huvi pakkuda neile, kes on huvitatud juhtimiskvaliteedi tõstmisest ning IT osa mõistmisest juhtimises (tulemuste saabumiseks soodsa keskkonna loomiseks).

Siinviidatu tegeleb küll projektijuhtimise näitega, kuid see võiks olla piisavalt asjakohane, sest projektipõhistele loogikatele võiks tugineda suur hulk organisatsiooni käitumisest isegi avalikes organisatsioonides, kui eesmärk on fokuseeritus ja intergruppide-organisatsioonide-funktsoonide töövood.

Kontekstiks:

Institutional support has been identified as a key factor facilitating the use of information communication technologies (ICTs) [1–3]. However, little is known about the role of organizational leaders in ICT use, especially at project management settings where time-sensitive goals required of transient team members post challenges for leaders.

Autorid täpsustavad eesmärki:

When and how do leaders utilize (and integrate) media including ICTs at the team level? What is the relationship between leadership and ICT utilization? How may leadership influence group outcomes such as performance, satisfaction, and learning?

Projektijuhtimise tähendus siinses tekstis.

Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time [13].

Mõned vajalikud elemendid juhtimises:

For Katzenbach and Smith, some of the necessary elements of good team leadership include: focusing on the relevant purpose, goals and approach; building commitment and confidence among the members; ensuring the mix and level of skills; and creating opportunities for others.

Juhid ja suhtlemine …

In examining the debates on the necessity of using rich media (e.g., face-to-face meetings) versus lean media (e.g., email), or the communication intensity of media, Straube et al. [31] found it was a compensatory balancing of these factors that was most important. Supportive of this finding were studies that found that only occasional face-to-face meetings are necessary in research teams [32], and that entirely chat-based teams could produce the same task performance, but cohesion was significantly less in a setting relying solely on a lean medium [33, 34].

Kontseptuaalselt:

The concept consists of six main interrelated digital competencies: e-communication, e-social skill, e-change management, e-team skills, e-tech savvy, and e-trustworthiness.

Mõned järeldused:

Indeed, a key distinction of a strong leader from a weaker one is the ability to increase ICT use in planning and closing the project. […] Second, strong leaders use rich media (most notably discussion forum, and instant messaging to a certain degree) more often and consistently than lean media (e.g., presentation display). […] More specifically, stronger e-leaders utilized rich media (mainly discussion forum and instant messaging) more for key communication and added supplementary lean media (document sharing and presentation display and hard copies) to maintain team members’ contact for task follow-up.

Wang, X., Wei, X., Van Wart, M., McCarthy, A., Liu, C., Kim, S., & Ready, D. H. (2022). The role of E-leadership in ICT utilization: a project management perspective. Information Technology and Management, 1-15.