Leadership Competencies in Making Industry 4.0 Effective: The Case of Polish Heat and Power Industry

Abstract

Leadership competencies are of crucial importance in every organisation as to a large extent they determine its success. This is especially evident in the time of Industry 4.0. Given this fact, the aim of our paper is to examine the relationship between leadership competencies and 4.0 leadership effectiveness. The heat and power plants industry was chosen as the subject of our research. The fuzzy-set qualitative comparative analysis (fs/QCA) was used as the research method. It enabled us not only to analyse particular variables, competences, and typical statistical relations between them, but we also revealed the patterns of causal relationships between particular variables. The key finding of our research was the juxtaposition of leadership competencies that are indispensable for 4.0 leaders in the CHP plants. We also found out that managerial competencies were not sufficient, and they should be supported by intellectual or socio-emotional ones.

Recursos Humanos Na Era Da Quarta Revolução Industrial: Revisão Sistemática Da Literatura Sobre Competências Para a Indústria 4.0

“…0 (Chaka, 2020;Chang & Yeh, 2018;Jerman et al, 2018;Kipper et al, 2021;Whisper Maisiri & Van Dyk, 2021;Marnewick & Marnewick, 2020;Poszytek, 2021;Saniuk et al, 2021;Shet & Pereira, 2021). Para além destes artigos mais genéricos, outros se podem encontrar que procuram um estudo mais pormenorizado com objetivos mais específicos, como sejam aqueles que procuram estudar as competências necessárias em algum setor de negócio (I Arcelay et al, 2021;Bruzzi et al, 2021;Kwiotkowska et al, 2021;Lenarčič, 2019;Peña-Jimenez et al, 2021;Santoso et al, 2020;Wang & Ha-Brookshire, 2018), em determinadas funções ou níveis hierárquicos (Mazurchenko & Maršíková, 2019;Spöttl & Windelband, 2021;Uys & Webber-Youngman, 2019), ou mais especificamente em alguma profissão (Liszka et al, 2019;Whisper Maisiri et al, 2019;Santos et al, 2021;Venter et al, 2019). Entre as publicações deste conjunto existem também aquelas que, para além de identificarem as competências para a Indústria 4.0, focam também outros desenvolvimentos, como uma publicação que procura identificar aspetos estratégicos para o desenvolvimento de competências para a indústria 4.0 (Saari et al, 2021), uma outra que procura estabelecer relações entre diversos tipos de competências (Kruger & Steyn, 2021), e um estudo de caso que analisa ações de empresas para a identificação de competências relevantes (Cimini et al, 2021).…”

Employer Expectations Regarding the Competencies of Employees on the Energy Market in Poland

“…It is also easily visible that the competencies required by employers in Poland are connected and consistent with global trends. These include the most popular intrapersonal skills [57,65,76], IT skills [64], and working with people [67].…”

“…Sales competencies and financial literacy are also desirable [65,66]. The competencies required in the energy sector also include monitoring systems of energy consumption, sustainable resource management, waste reduction and waste management, knowledge and understanding of international and national standards and legislation, product life cycle impact assessment, climate change risk management, and environmental awareness [64] as well as print reading, project planning, development of short-and long-term plans and supervisory skills [67]. It is worth highlighting that the required competencies due to the digital revolution involve both technical and economic competencies [52,65].…”

Configurational Paths of Leadership Competency Shortages and 4.0 Leadership Effectiveness: An fs/QCA Study

“…Building the ecosystem of Industry 4.0 companies to learn through cooperation includes some significant elements such as face-to-face interaction, positive correlation, interpersonal abilities, and acting in groups. The conception can also provide the chance to meet the needs of participants of the group and can also be useful for strengthening the bonds between them [9][10][11][12].…”

“…They manage the organization and encourage, rather than resist, change within it. Because of this, effective leaders have both proficiency and integrity [12,67]. By contrast, bad leaders are corrupt, toxic, or simply misguided, which can damage the welfare and the interests of the stakeholders [68].…”