Open AccessFactors Influencing the Adoption of E-Leader: An Empirical Field Study of Jordanian Banks
Author(s) -
Mazen Kamal Qteishat
Publication year - 2014
Publication title -
international journal of human resource studies
Language(s) - English
Resource type - Journals
ISSN - 2162-3058
DOI - 10.5296/ijhrs.v4i3.6198
Subject(s) - variance (accounting) , technology acceptance model , test (biology) , reliability (semiconductor) , psychology , business , marketing , proposition , usability , accounting , computer science , paleontology , power (physics) , philosophy , physics , epistemology , human–computer interaction , quantum mechanics , biology
Recently, managers in the banking industry face challenges in leading employees who are geographically dispersed. The e-leader approach to leadership represents a solution to this challenge because it allows leaders to use technology to implement leadership processes. This research used data obtained from bank managers in Jordan to test a model of e-leader adoption derived from the Technology Acceptance Model (TAM). 240 questionnaires were distributed to managers with 216 returned; however, 193 of the returned questionnaires were used for the purpose of this study. The findings provided support for the proposition that perceived usefulness, perceived ease of use, reliability, and responsiveness influence attitudes towards e-leader adoption. The findings also showed that these five variables accounted for almost half of the variance in attitude towards e-leader adoption. A positive attitude towards e-leader adoption accounts for a substantial amount of the variance in actual e-leader adoption.