Effective leadership in the digital era: an exploration of change management

Authors

DOI:

https://doi.org/10.15587/2706-5448.2024.297374

Keywords:

inclusive leadership, organizational change, leadership styles, digital leadership, digital transformation, authentic leadership, employee behavior

Abstract

The object of the research is the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership. This research aimed to examine the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership.

Organizational change is a multifaceted process involving various stakeholders, from employees to leadership, and it carries substantial implications for an organization’s overall success. The leadership style adopted during these times of change can significantly impact employee behaviors, either positively or negatively. Through qualitative research, this study examines the perspectives and experiences of ten managers within a financial firm in Johannesburg (South Africa), shedding light on the pivotal importance of leadership in change management. The findings resonate with a unanimous sentiment among the participants, emphasizing the need for unwavering inclusivity and garnering commitment from all stakeholders. Inclusive leadership is portrayed as essential, whether the change directly affects employees or not, highlighting the necessity of considering the broader organizational perspective. The participants' insights underscore the significance of servant leadership, collaborative leadership, and open leadership approaches, emphasizing empathy, humility, and adaptability in the face of change. Additionally, the study explores the intersection of leadership styles, including digital leadership and authentic leadership, as they adapt to the modern, dynamic business landscape. The findings affirm that leadership styles play a fundamental role in motivating employees to embrace change, commit to organizational goals, and navigate the complexities of change management effectively. In the era of rapid digital transformation, leadership styles evolve to encompass technological competence and a deep understanding of digital strategies.

This research offers valuable insights into the leadership styles that are most effective during organizational change, providing a foundation for organizations to develop leadership competencies and strategies that drive successful change initiatives. It was recommended that continuous learning and development in the digital domain should be encouraged for leaders at all levels. Organizations should continually stay abreast of evolving leadership trends and adapt their leadership strategies accordingly.

Author Biographies

Misheck Musaigwa, University of Johannesburg

PhD

Department of Business Management

Vivence Kalitanyi, University of Johannesburg

PhD, Associate Professor

Department of Business Management

References

  1. Suwanto, S., Sunarsi, D., Achmad, W. (2022). Effect of Transformational Leadership, Servant Leadershi, and Digital Transformation on MSMEs Performance and Work Innovation Capabilities. Central European Management Journal, 30 (4), 751–762. doi: https://doi.org/10.57030/23364890.cemj.30.4.71
  2. Ligon, K. V., Stoltz, K. B., Rowell, R. K., Lewis, V. J. (2019). An Empirical Investigation of the Kelley Followership Questionnaire Revised. Journal of Leadership Education, 18 (3).
  3. De Waal, B., Van Outvorst, F., Ravesteyn, P. (2016). Digital leadership: the objective – subjective dichotomy of technology revisited. 12th European Conference on Management, Leadership and Governance ECMLG, 52–61.
  4. Prince, K. A. (2018). Digital leadership: transitioning into the digital age. James Cook University, Queensland
  5. Imran, F., Shahzad, K., Butt, A., Kantola, J. (2020). Leadership competencies for digital transformation: evidence from multiple cases. Advances in Human Factors, Business Management and Leadership. Cham: Springer, 81–87. doi: https://doi.org/10.1007/978-3-030-50791-6_11
  6. Cortellazzo, L., Bruni, E., Zampieri, R. (2019). The Role of Leadership in a Digitalized World: A Review. Frontiers in Psychology, 10. doi: https://doi.org/10.3389/fpsyg.2019.01938
  7. Westerman, G., Bonnet, D., McAfee, A. (2014). Leading digital: turning technology into business transformation. Cambridge: Harvard Business Press.
  8. Mihardjo, L. W. W., Sasmoko, S., Alamsjah, F., Elidjen, E. (2019). Digital leadership role in developing business model innovation and customer experience orientation in industry 4.0. Management Science Letters, 9 (11), 1749–1762. doi: https://doi.org/10.5267/j.msl.2019.6.015
  9. Nasution, R. A., Arnita, D., Rusnandi, L. S. L., Qodariah, E., Rudito, P., Sinaga, M. F. N. (2020). Digital mastery in Indonesia: the organization and individual contrast. Journal of Management Development, 39 (4), 359–390. doi: https://doi.org/10.1108/jmd-03-2019-0081
  10. Allio, R. J. (2015). Good strategy makes good leaders. Strategy & Leadership, 43 (5), 3–9. doi: https://doi.org/10.1108/sl-07-2015-0059
  11. Correani, A., De Massis, A., Frattini, F., Petruzzelli, A. M., Natalicchio, A. (2020). Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects. California Management Review, 62 (4), 37–56. doi: https://doi.org/10.1177/0008125620934864
  12. Hensellek, S. (2020). Digital leadership: A framework for successful leadership in the digital age. Journal of Media Management and Entrepreneurship, 2 (1), 55–69.
  13. Khaw, T. Y., Teoh, A. P., Abdul Khalid, S. N., Letchmunan, S. (2022). The impact of digital leadership on sustainable performance: a systematic literature review. Journal of Management Development, 41 (9/10), 514–534. doi: https://doi.org/10.1108/jmd-03-2022-0070
  14. Han, J., Yoon, J., Choi, W., Hong, G. (2021). The effects of shared leadership on team performance. Leadership & Organization Development Journal, 42 (4), 593–605. doi: https://doi.org/10.1108/lodj-01-2020-0023
  15. Liu, H., Gao, S., Xing, H., Xu, L., Wang, Y., Yu, Q. (2021). Shared leadership and innovative behavior in scientific research teams: a dual psychological perspective. Chinese Management Studies, 16 (2), 466–492. doi: https://doi.org/10.1108/cms-02-2020-0070
  16. Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., Espevik, R. (2013). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87 (1), 138–157. doi: https://doi.org/10.1111/joop.12041
  17. Guay, R. P., Choi, D. (2015). To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior. The Leadership Quarterly, 26 (5), 851–862. doi: https://doi.org/10.1016/j.leaqua.2015.06.005
  18. Joo, B.-K., Nimon, K. (2014). Two of a kind? A canonical correlational study of transformational leadership and authentic leadership. European Journal of Training and Development, 38 (6), 570–587. doi: https://doi.org/10.1108/ejtd-12-2013-0129
  19. van Dierendonck, D., Stam, D., Boersma, P., de Windt, N., Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25 (3), 544–562. doi: https://doi.org/10.1016/j.leaqua.2013.11.014
  20. Uhl-Bien, M., Riggio, R. E., Lowe, K. B., Carsten, M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25 (1), 83–104. doi: https://doi.org/10.1016/j.leaqua.2013.11.007
  21. van der Voet, J., Kuipers, B., Groeneveld, S. (2015). Held back and pushed forward: leading change in a complex public sector environment. Journal of Organizational Change Management, 28 (2), 290–300. doi: https://doi.org/10.1108/jocm-09-2013-0182
  22. Holten, A.-L., Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36 (1), 2–16. doi: https://doi.org/10.1108/lodj-11-2012-0155
  23. Northouse, P. G. (2016). Leadership, theory and practice. Los Angeles: Sage, 494.
  24. Hsieh, C.-C., Wang, D.-S. (2015). Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26 (18), 2329–2348. doi: https://doi.org/10.1080/09585192.2015.1025234
  25. Boonstra, J. J. (2012). Cultural change and leadership in organizations: A practical guide to successful organizational change. John Wiley & Sons.
  26. Wang, H., Sui, Y., Luthans, F., Wang, D., Wu, Y. (2012). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35 (1), 5–21. doi: https://doi.org/10.1002/job.1850
  27. Alavi, S. B., Gill, C. (2017). Leading change authentically: How authentic leaders influence follower responses to complex change. Journal of Leadership & Organizational Studies, 24, 157–171. doi: https://doi.org/10.1177/1548051816664681
  28. Jiang, H., Men, R. L. (2017). Creating an engaged workforce: The impact of authentic leadership, transparent organizational communication, and work-life enrichment. Communication research, 44, 225–243. doi: https://doi.org/10.1177/0093650215613137
  29. Hoch, J. E., Bommer, W. H., Dulebohn, J. H., Wu, D. (2016). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 44 (2), 501–529. doi: https://doi.org/10.1177/0149206316665461
  30. Chiniara, M., Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The Leadership Quarterly, 27 (1), 124–141. doi: https://doi.org/10.1016/j.leaqua.2015.08.004
  31. Grisaffe, D. B., VanMeter, R., Chonko, L. B. (2016). Serving first for the benefit of others: preliminary evidence for a hierarchical conceptualization of servant leadership. Journal of Personal Selling & Sales Management, 36 (1), 40–58. doi: https://doi.org/10.1080/08853134.2016.1151303
  32. Sousa, M., Van Dierendonck, D. (2016). Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration. Frontiers in Psychology, 6. doi: https://doi.org/10.3389/fpsyg.2015.02002
  33. Elisabeth Nyström, M., Höög, E., Garvare, R., Weinehall, L., Ivarsson, A. (2013). Change and learning strategies in large scale change programs. Journal of Organizational Change Management, 26 (6), 1020–1044. doi: https://doi.org/10.1108/jocm-08-2012-0132
  34. Baldomir, J., Hood, J. P. (2016). Servant Leadership as a Framework for Organizational Change. International Leadership Journal, 8 (1), 27–41.
  35. Goh, S.-K., Low, B. Z.-J. (2013). The Influence of Servant Leadership towards and Organizational Commitment: The Mediating Role of Trust in Leaders. International Journal of Business and Management, 9 (1). doi: https://doi.org/10.5539/ijbm.v9n1p17
  36. Creswell, J. W., Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
  37. Pandey, S. C., Patnaik, S. (2014). Establishing reliability and validity in qualitative inquiry: A critical examination. Jharkhand journal of development and management studies, 12, 5743–5753.
  38. Creswell, J. (2007). Qualitative Inquiry& Research Design. Thousands Oaks.
  39. Dandalt, E. (2021). The cyber-work performance of managers in education. Journal of Management Development, 40 (3), 151–167. doi: https://doi.org/10.1108/jmd-01-2020-0011
  40. Echols, S. (2009). Transformational/servant leadership: A potential synergism for an inclusive leadership style. Journal of Religious Leadership, 8 (2), 85–116.
  41. Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28 (2), 190–203. doi: https://doi.org/10.1016/j.hrmr.2017.07.002
  42. Zeng, H., Zhao, L., Zhao, Y. (2020). Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work. Frontiers in Psychology, 11. doi: https://doi.org/10.3389/fpsyg.2020.00062
  43. Zeike, S., Bradbury, K., Lindert, L., Pfaff, H. (2019). Digital Leadership Skills and Associations with Psychological Well-Being. International Journal of Environmental Research and Public Health, 16 (14), 2628. doi: https://doi.org/10.3390/ijerph16142628
  44. Larjovuori, R. L., Bordi, L., Mäkiniemi, J. P., Heikkilä-Tammi, K. (2016). The role of leadership and employee well-being in organizational digitalization. Tiziana Russo-Spenaand Cristina Mele, 1159.
  45. Westerman, G., Tannou, M., Bonnet, D., Ferraris, P., McAfee, A. (2012). The Digital Advantage: How digital leaders outperform their peers in every industry. MITSloan Manage. Capgemini Consult. MA 2012, 2, 2–23.
  46. Sağbaş, M., Erdoğan, F. A. (2022). Digital leadership: a systematic conceptual literature review. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 3 (1), 17–35.
  47. Kim, J. Y., Honeycutt, T., Morzuch, M. (2017). Transforming Coalition Leadership: An Evaluation of a Collaborative Leadership Training Program. The Foundation Review, 9 (4). doi: https://doi.org/10.9707/1944-5660.1385
  48. Li, C. (2010). Open Leadership – How Social Technology Can Transform the Way You Lead, Jossey-Bass.
  49. Uslu, T., Bülbül, I. A., Çubuk, D. (2015). An Investigation of the Effects of Open Leadership to Organizational Innovativeness and Corporate Entrepreneurship. Procedia – Social and Behavioral Sciences, 195, 1166–1175. doi: https://doi.org/10.1016/j.sbspro.2015.06.169
  50. Conger, J. A., Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral attributes and their measurement. Journal of Organizational Behavior, 15 (5), 439–452. doi: https://doi.org/10.1002/job.4030150508
  51. Conger, J. A., Kanungo, R. N. (1998). Charismatic leadership in organizations. Sage Publications. doi: https://doi.org/10.4135/9781452204932
  52. Stănciulescu, R., Beldiman, E. (2019). The Issue of Leadership Styles in the Military Organization. Land Forces Academy Review, 24 (1), 54–60. doi: https://doi.org/10.2478/raft-2019-0006
Effective leadership in the digital era: an exploration of change management

Downloads

Published

2024-01-26

How to Cite

Musaigwa, M., & Kalitanyi, V. (2024). Effective leadership in the digital era: an exploration of change management. Technology Audit and Production Reserves, 1(4(75), 6–14. https://doi.org/10.15587/2706-5448.2024.297374

Issue

Vol. 1 No. 4(75) (2024): Economics of enterprises. Macroeconomics

Section

Economics and Enterprise Management

License

Copyright (c) 2024 Misheck Musaigwa, Vivence Kalitanyi

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

The consolidation and conditions for the transfer of copyright (identification of authorship) is carried out in the License Agreement. In particular, the authors reserve the right to the authorship of their manuscript and transfer the first publication of this work to the journal under the terms of the Creative Commons CC BY license. At the same time, they have the right to conclude on their own additional agreements concerning the non-exclusive distribution of the work in the form in which it was published by this journal, but provided that the link to the first publication of the article in this journal is preserved.