The overall objective of this thesis is to investigate the concept of digital leadership by outlining the extent to which it emerges as a unique leadership style in today’s age which is characterized by digital transformation. This shall contribute to reducing the research gap around the concept and will be approached by combining the topics of digital transformation and leadership within this research. In order to adequately address the complexity of this research question, three sub-questions shall add to the establishment of a comprehensive answer. Which challenges are leaders facing as a result of digital transformation? What are the most critical competencies leaders need to successfully
lead in the digital age? Which type of leadership style seems most suitable to successfully lead in the digital age?
Firstly, a theoretical foundation for the investigation of the research objectives is established in chapter two, which provides essential knowledge on three different topics: fundamentals of leadership, influencing factors on leadership
in the digital age, and digital leadership. The literature review was conducted throughout the duration of the thesis, as digital leadership is a very recent topic on which new approaches are continuously being published.
In the third chapter, the research context, methodology and utilized approach are presented, before the research results of this qualitative study are summarized and discussed in the fourth chapter. The research of this thesis comprises of
ten semi-structured exploratory interviews with experts from various backgrounds which were transcribed verbatim. The analysis and discussion of the research results gained throughout the expert interviews allow for the identification
of critical competencies of leaders in the digital age. Hence, a competence profile is visualized accordingly.
In the fifth chapter, the practical implications of this thesis are discussed, followed by limitations and recommendations
for future research outlined in the sixth chapter.
Finally, the seventh chapter concludes the main results of this thesis.
Table of Contents
1 INTRODUCTION
1.1 BACKGROUND
1.2 OBJECTIVES
1.3 STRUCTURE AND METHODS
2 LITERATURE REVIEW
2.1 FUNDAMENTALS OF LEADERSHIP
2.1.1 Definition and Distinction: Leadership
2.1.2 Evolution of Leadership Approaches
2.1.3 Full-Range Leadership Theory
2.1.4 Modern Leadership Concepts
2.2 INFLUENCING FACTORS ON LEADERSHIP IN THE DIGITAL AGE
2.2.1 VUCA
2.2.2 Digital Transformation
2.2.3 Technological Developments
2.2.4 New Work
2.2.5 Societal Changes
2.3 FUNDAMENTALS OF DIGITAL LEADERSHIP
2.3.1 Definition: Digital Leadership
2.3.2 Competencies of Digital Leaders
3 METHODS
3.1 METHODOLOGICAL APPROACH
3.2 STRUCTURE AND APPROACH
3.3 DATA ANALYSIS
4 RESULTS
4.1 RESEARCH FINDINGS
4.2 COMPETENCE PROFILE OF A LEADER IN THE DIGITAL AGE
4.3 DISCUSSION
5 PRACTICAL IMPLICATIONS
6 LIMITATIONS AND FUTURE RESEARCH
7 CONCLUSIONS
Objectives and Topics
The primary objective of this thesis is to investigate the concept of digital leadership by determining the extent to which it emerges as a unique leadership style within the context of the digital age, characterized by ongoing digital transformation. The research aims to close the existing knowledge gap by analyzing the challenges leaders face, identifying critical competencies required for successful digital leadership, and establishing a competence framework.
- Analysis of leadership challenges in a VUCA environment.
- Identification of essential digital competencies and skills.
- Evaluation of established leadership styles in the context of digital transformation.
- Development of a comprehensive competence profile for digital leaders.
- Exploration of leadership shifts toward employee empowerment and distributed authority.
Excerpt from the Book
2.2.1 VUCA
Today’s age is often described with the term VUCA, which is characterized by high degrees of volatility, uncertainty, complexity and ambiguity. This VUCA environment typifies the digital age and challenges leaders and organizations to cope with instabilities (Ciesielski and Schutz, 2016, p. 4). Petry (2016, pp. 38-39) characterizes the components of VUCA as follows:
• Volatility is an indication of rapid and recurring changes against which organizations sometimes cannot protect themselves. Leaders therefore need to be flexible and preserve multiple options.
• Uncertainty denotes unclear circumstances and changes which prompt leaders to envision different possible scenarios and collect and interpret additional information to achieve more clarity.
• Complexity is characterized by many intertwining factors, which leaders need to simplify through a joint vision, mutual trust, common values, defined rules, and the establishment of network mechanisms.
• Ambiguity refers to a contrasting environment requiring leaders to allow experiments in order to learn from errors and predict cause-effect relationships.
In the digital era, these four factors tend to come to play in parallel, and as digitalization progresses, the intensity of each of these elements rises, which makes business developments largely unpredictable (Petry, 2016, p. 39). Leaders must cope with complexities, accept that agendas cannot longer follow as planned, and supervision and control are non-viable options. Hence, VUCA entails the consequence that leaders are no longer omniscient and unable to exercise central control (Petry, 2016, p. 40). Employees need to be actively involved in the transformation process but are also dependent on leadership for guidance and direction (Hinkelmann and Enzweiler, 2018, p. 3). Leaders must utilize the collective intelligence of the organization to reduce complexity and establish a setting in which employees can thrive and participate (Petry, 2016, p. 40).
Summary of Chapters
1 INTRODUCTION: Sets the stage by highlighting the digital age as a new normal and identifying the need for strong leadership to navigate digital transformation.
2 LITERATURE REVIEW: Examines fundamental leadership theories, influencing factors like VUCA, and existing research on digital leadership concepts.
3 METHODS: Details the qualitative research design, specifically the use of ten semi-structured expert interviews to explore digital leadership.
4 RESULTS: Presents the gathered empirical findings, covering challenges, competencies, and the discussion on whether digital leadership is a unique style.
5 PRACTICAL IMPLICATIONS: Discusses how the developed competence profile can support leadership training, recruitment, and organizational development.
6 LIMITATIONS AND FUTURE RESEARCH: Reflects on the scope and validity of the study and suggests areas for future empirical investigation.
7 CONCLUSIONS: Synthesizes the main findings and provides a final answer to the research questions.
Keywords
Digital leadership, leadership style, digital transformation, VUCA, competence profile, digital skills, digital mindset, employee empowerment, organizational change, qualitative research, leadership gap, virtual teams, agile management, situational leadership, technological development.
Frequently Asked Questions
What is the core focus of this thesis?
The thesis investigates the role of leadership in the digital age, specifically examining if "digital leadership" constitutes a unique, new leadership style or an evolution of existing ones.
What are the central thematic fields?
The work covers leadership theory, the impact of digital transformation on business environments (VUCA), and the identification of necessary competencies for leaders to thrive in this new context.
What is the primary research question?
The research asks to what extent digital leadership displays a unique leadership style that emerges due to the profound changes brought about by digital transformation.
Which research methodology is employed?
The author uses qualitative research, specifically conducting ten semi-structured, exploratory expert interviews with industry executives, consultants, and researchers.
What does the main body of the work cover?
The main body establishes a theoretical foundation for leadership, analyzes the influencing factors of the digital age, and presents empirical results regarding the challenges and competencies associated with digital leadership.
Which keywords best characterize this work?
Key terms include digital leadership, digital transformation, VUCA, digital competencies, leadership style, and employee empowerment.
How does this work define "Digital Leadership"?
The thesis concludes that digital leadership is not necessarily a single unique style but rather a combination and evolution of established leadership styles, adapted through new behaviors required to meet the challenges of the digital age.
What is the significance of the "Competence Profile"?
The competence profile provides a practical framework for organizations to assess, recruit, and develop leaders by categorizing essential skills into "Leadership Competencies," "Digital Skills," and "Digital Mindset."
What role does the "digital mindset" play?
A digital mindset, involving qualities like innovation, openness to change, and the ability to manage complexity, is identified as essential for leaders to transition away from traditional, controlling behaviors.
Why is "employee centricity" highlighted?
Research indicates that leadership is shifting toward empowering employees, as they are now vital contributors of expertise; thus, leaders must transition to roles as coaches who provide framework conditions rather than just exercising top-down control.
- Quote paper
- Franziska Schweigert (Author), 2020, Strategic Implications of the Changing Role of Leadership in the Digital Age, Munich, GRIN Verlag, https://www.grin.com/document/1040899
