A Study On The Impact Of E-Leadership On Job Role Performance In Team Context

The 14 th five year plan proposes to "accelerate digital development,create new advantages of digital economy,jointly promote digital industrialization and industrial digital transformation,and build a digital China".In the wave of digital economy,enterprises are the main force in the innovative practice of using information technology.The transformation of enterprise informatization,digitization and intelligence is not only related to the application of information technology in business processes and products,but also depends on whether the talent management in the organization matches the characteristics of the times of digital economy.In fact,the evolution of organizational management has been closely related to information technology.From the simple mutual penetration of management functions and information technology,to the borderless flexible management of virtual organization,and then to the digital intelligent drive,the change of management mode is also constantly putting forward new requirements for the ability of leaders.As a leader’s ability to widely use information technology to improve individual or team emotion,thinking,behavior and performance,e-leadership can combine leadership with information technology.In the whole evolution process,it plays an important role in reshaping the digital thinking and digital skills of the organization and team,leading members to actively improve their working methods,actively respond to environmental changes,and break through the bottleneck of informatization and digitization.Based on social exchange theory and emotional event theory,this study establishes the theoretical framework between e-leadership,team knowledge sharing,team emotional climate and team work role performance by reviewing the relevant literature,and puts forward reasonable assumptions.Through the interview and questionnaire survey of 92 working teams in 49 enterprises in Xinjiang,Henan,Shandong,Jiangsu and Guangdong,this thesis discusses the impact of e-leadership on team knowledge sharing and team role performance.Using SPSS 26.0 and Amos 23.0 software for data analysis,the main conclusions are as follows:(1)E-leadership positively predicts team work role performance;(2)E-leadership positively predicts team knowledge sharing;(3)Team knowledge sharing positively predicts team work role performance;(4)Team knowledge sharing plays a partially mediating role between e-leadership and team work role performance;(5)Team emotional climate positively moderates the relationship between e-leadership and team knowledge sharing,the more positive the team emotional climate is,the stronger the positive predictive effect of e-leadership on team knowledge sharing is;(6)Team emotional climate positively moderates the mediating effect of team knowledge sharing between e-leadership and team work role performance.Compared with negative emotional climate,the mediating effect of team knowledge sharing is stronger in positive team emotional climate.This study expands the application scope of social exchange theory and affective event theory,enriches the empirical research on e-leadership in team context,discusses the influencing factors of team work role performance,and explores the mediating path and boundary conditions of e-leadership on team work role performance.On the one hand,the research results and management enlightenment can promote the digital transformation and information construction of the organization,and remind the organization to focus on the four aspects of e-literacy,e-communication,e-incentive and e-task implementation;On the other hand,it also provides theoretical support and reference for the organization to establish a smooth information sharing mechanism,create a positive emotional climate and help managers play a better role.