Leadership 4.0: Virtuelle Organisationsformen

Albrecht, Arnd

doi:10.3139/9783446449466.002

Cited by 4 publications

(4 citation statements)

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“…To be motivating means to be able to encourage the employees embracing the difficulties of the transformation, to take away their fears regarding changings in their tasks and positions and to build a culture of transformation (Bawany, 2019;Junita, 2019;Sow & Aborbie, 2018;Staffen & Schoenwald, 2016;Yüksel & Genç, 2018). The digital leader should do that by acting as a mentor or a coach by breaking down the organizational hierachies (Albrecht, 2017;Fisk, 2002). The leader of DT should not only be a coach for motivating the employees but also a role model for them.…”

Section: Characteristics -Social Attitudementioning

confidence: 99%

“…Social intelligence is the ability to listen to, to anticipate, to dialogue, to integrate, to care and to work with other people (Doz & Kosonen, 2010;Paulin, 2014). It means that the digital leader should be user-centered and handling with employees and customers with emphaty (Albrecht, 2017;Bosch, Hentschel & Kramer, 2018;Hanschke, 2018;Hearsum, 2015). Good negotiation skills belong also to social intelligence (Hammermann & Stettes, 2017).…”

Section: Characteristics -Social Attitudementioning

confidence: 99%

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Leadership Characteristics in the Era of Digital Transformation

Klein

2020

bmij

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Digital transformation provoked by Industry 4.0 should not be just seen as a technological issue, it causes also fundamental changes in processes and in organizations of companies. Notably a new understanding of leadership can be counted on to them. The so-called “digital leaders” are expected to act rapidly and flexible in networked and distributed organization structures on the one hand and on the other hand they have to manage the digital transformation of the organization. Since most of the companies are still in the beginning of their digital transformation, there is a lack of a common understanding and a standard model of digital leadership. Most of the existing research works are visionary and predict the requirements for digital leadership on anticipated technological, economical and organizational changes; only few of them report about changes in leadership based on implemented cases. The objective of this study is to sum up main characteristics of the leadership in the era of digital transformation by applying content analysis of literature review as the method.

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Section: Characteristics -Social Attitudementioning

confidence: 99%

Section: Characteristics -Social Attitudementioning

confidence: 99%

Leadership Characteristics in the Era of Digital Transformation

Klein

2020

bmij

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“…As a result of the e-work environment created by the growth of information technology and its integration into organizational processes, a new type of leadership known as digital leadership (DL), or rather e-leadership was born (Dwianto et al, 2021). There This paper is available online at www.ijarbm.org managing a virtual organization and overseeing the process of digitalization transition as well as the resulting organization (Albrecht, 2017;El Sawy, et al, 2016;Klein, 2020). However, due to structural issues, implementing this digital leadership in the public sector continues to be very difficult (Dwianto et al, 2021).…”

Section: Digital Transformation and The Digital Leadershipmentioning

confidence: 99%

Digital Transformation in the Public Sector during the COVID-19 Pandemic and how it was impacted by Leadership: Literature Review.

Solopi,

Qutieshat

2023

IJARBM

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Digital transformation has been slow in the public sector due to the culture and leadership of institutions. The advent of the COVID-19 pandemic created a change in the attitude and confidence of leaders with regard to the adoption of digital transformation. In this article, the focus is on digital transformation in the public sector and how it was impacted by the pandemic and organisational leadership by mostly reviewing studies conducted between the years 2019 to 2022. The changes in the work environment made public institutions more digital and required new skills in order to manage the process and the organisation through these turbulent times. A new kind of leadership known as "digital leadership" was formed as a result of the e-work environment that resulted from information technology's advancement and incorporation into organizational processes.

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“…Die digitale Transformation zielt auf die Einführung neuer Technologien und neuer Arten der Arbeitsorganisation (u. a. agiles Arbeiten) ab. Untrennbar verknüpft ist damit ein umfassender Lernprozess auf individueller und organisationaler Ebene, der gleichfalls durch steigende Digitalisierung und Agilität charakterisiert ist (Albrecht 2017 a).…”

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