3. Teoretiskt ramverk
7.2. Begränsningar och vidare forskning
Aktuell studie för med sig ett antal begränsningar. För det första utgjordes urvalet i sin helhet av individer vilka besitter ledande positioner, varpå medarbetarnas perspektiv på det digitala ledarskapet under distansarbetet ej undersöktes. Utifrån det dyadiska förhållningssätt som LMX-teorin argumenterar för står dock relationen mellan ledare och medarbetare i fokus och framtida forskning skulle därmed gynnas av att även utforska medarbetarnas upplevelser för att på så vis nyansera bilden av det ofrivilliga digitala ledarskapet som föranleddes av coronapandemin. Vidare grundar sig analysen endast på data som samlats in från intervjuer och som tidigare diskuterats i metodkapitlet implicerar detta metodval bland annat att studien fullkomligt förlitar sig på respondenternas utsagor. Då videosamtal användes försvårades även möjligheten att uppfatta icke-verbala faktorer såsom kroppsspråk. Genom att i framtida studier kombinera olika metoder, exempelvis intervjuer och observationer, skulle det vara möjligt att åstadkomma ytterligare insikt i och uppfattning om de digitala verktygens affordances, samt på vilket sätt och i vilket utsträckning de används för relationsskapande och upprätthållande av befintliga relationer. På grund av rådande pandemi var det tyvärr ej en möjlighet för denna studie.
Tidsbristen för denna studie innebar att omfång och antal deltagande respondenter begränsades, och i framtiden rekommenderas därmed ytterligare mer omfattande undersökningar inom ämnet. Genom att inkludera fler företag och organisationer än vad som görs i denna studie skulle en bredare förståelse kunna uppnås för de krav som ledare inom andra organisationers i samband med påtvingat digitalt arbete ställts inför. Exempelvis skulle en studie som beaktar skillnaden mellan geografiskt utspridda respektive centrerade organisationer vara av intresse. Även studier som antar ett mer globalt perspektiv, än det nationella i denna studie, skulle med fördel kunna genomföras framöver.
Det digitala ledarskapet är med stor sannolikhet är här under mer eller mindre permanenta förhållanden och kommer att utgöra en naturlig del av framtida arbetsplatser. Utifrån denna studies resultat står dock ledare inför en stor prövning i att inkorporera de mer spontana och sociala delarna av ledarskapet i den digitala kontexten. Således förekommer även ett behov av framtida studier vilka undersöker möjligheter att skapa, samt aktualisera sociala affordances i digitala miljöer.
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