Journal articles on the topic 'Digital leaders'
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McKeown, Sal. "Digital leaders." SecEd 2015, no. 21 (September 3, 2015): 10. http://dx.doi.org/10.12968/sece.2015.21.10.
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McKeown, Sal. "What are Digital Leaders?" Headteacher Update 2015, no. 3 (May 2, 2015): 32–33. http://dx.doi.org/10.12968/htup.2015.3.32.
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Gubanova, A. V. "DIGITAL LEADERSHIP AS A MANAGEMENT TOOL IN THE DIGITAL ECONOMY." Scientific Journal ECONOMIC SYSTEMS 1, no. 234 (2021): 69–78. http://dx.doi.org/10.29030/2309-2076-2021-14-4-69-78.
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. Digitalization leads to fundamental transformations in the life of society as a whole and the individual, as well as in models of economic activity, which, of course, requires significant changes in the digital economy management system. The article describes the main trends in the transformation of social life and economic activity in the digital economy, which pose significantly more complex tasks for management systems at different levels, and accordingly require a revision of management models and approaches to management, including approaches to leadership and management of organizations. The author proposed a scheme for a visual representation of these trends, which reflects their impact on the labor market and, accordingly, on the basis of the functioning of modern organizations. Continuous changes and innovations resulting from the high dynamics of the external environment pose serious problems for modern organizations, the main role in solving which is played by leaders, because they have the responsibility to carry out the organization and staff through change. In the digital economy, both leadership models and leadership requirements will change. The study compiled a list of the main personality qualities, skills and skills that a leader in the digital economy needs to ensure the survival of the organization and achieve success. The fundamental difference between digital leaders is that they have the ability to learn, solve problems and carry out active transformations, as well as the ability to «feel trends» and make forecasts. In addition to traditional leadership qualities, «digital leaders» must have curiosity and intelligence, learning ability and flexibility, a high risk tendency. Continuous changes and innovations caused by the high dynamics of the external environment create serious problems for modern organizations, and the main role in the solving of the problems is played by the leaders, as they are responsible for carrying out the organization and personnel through changes. In the digital economy, both leadership models and leadership requirements will change. The study compiled a list of major personal qualities and skills that a leader in the digital economy needs to ensure the survival of the organization and achieve success. The fundamental difference between digital leaders is that they have the ability to learn, solve problems and carry out active transformations, as well as the ability to «feel trends» and make forecasts. In addition to the traditional leadership qualities, «digital leaders» should have curiousness and intelligence, learning and flexibility, a high tendency to risk.
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Lynn-Sze, Joyce Cheah, and Azlina Kamaruddin. "Online Opinion Leaders in the Health Promotion Digital Era." Jurnal Komunikasi: Malaysian Journal of Communication 37, no. 4 (December 30, 2021): 295–309. http://dx.doi.org/10.17576/jkmjc-2021-3704-17.
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Health opinion leaders have widely embraced social media for health promotion and public health communication which can make a strong influence on the public decision making. However, despite the growing relevance of public health threats such as infectious diseases, pandemic influenza and natural disasters, research has paid little attention to the qualities of opinion leaders. Moreover, there is limited evidence that public health organisations use social media appropriately to engage in meaningful conversations with audiences. Thus, the aims of the study are to describe principles of communication practised by online opinion leaders to promote health issues, to discuss the strategies of social media used, to explain the opinion leaders’ influence attributes in health decision making and finally to develop a model of online opinion leader in the contemporary health promotion era. Content analysis was conducted on Facebook postings of five selected health opinion leaders. In addition, semi-structured interviews with 10 followers were conducted. The findings of the study revealed that there are three principles of communication practised by online opinion leaders, which are language, interaction and themes. There are three strategies opinion leaders use to influence the public: social connectivity, social support and social consultation. Furthermore, there are five opinion leaders’ attributes that influence the public’s decision making, namely personality, authenticity, trust/credibility, professional knowledge and social position. The model would be beneficial in educating and guiding the current public health opinion leaders in order to establish health and social well-being. Keywords: Online opinion leader, online health communication, public health, two-step flow theory, decision making.
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., Harbani, Nilna Muna, and Justina Ade Judiarni. "Digital Leadership in Facing Challenges in the Era Industrial Revolution 4.0." Webology 18, SI05 (October 30, 2021): 975–90. http://dx.doi.org/10.14704/web/v18si05/web18275.
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The digital era is a progress that must be followed in the business environment in order to survive where leadership is one of the keys to running a business. This progress requires leaders who are able to behave adaptively, and anticipate various forms of change that will occur in the future. A leader is considered capable of transforming visionaries in the face of various forms of change and can also realize a vision that can be realized into reality. The purpose of this research is for leaders to take steps, and attitudes that are influenced by the very fast development of technology and the change from traditional leaders to digital leadership. Such leaders are able to inspire their employees to innovate and defend their ideas. This article uses a descriptive qualitative approach as well as the main writing approach and uses digital leadership theory. This research is an exploratory research that observes one informant as the research sample. Thus, it is hoped that a leader in the digital era will be able to transform, and be able to have credibility, integrity, perseverance and also a passion to serve and contribute to catalyzing change in achieving the organization's vision. The results of this study are to realize the success of leadership in the digital era, namely the era of the industrial revolution 4.0. Which is supported by seven characteristics of digital leaders, namely responsibility, results of information dissemination, goals and assessments, mistakes and conflicts, change and innovation.
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Kapucu, Hakan. "Business Leaders’ Perception of Digital Transformation in Emerging Economies: On Leader and Technology Interplay." International Journal of Advanced Corporate Learning (iJAC) 14, no. 1 (June 29, 2021): 43. http://dx.doi.org/10.3991/ijac.v14i1.21959.
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<p>Same as the general public differently interprets the same phenomena in diverse cultures, leaders’ standpoints differ also. Because of unequal advancement and cultural diversity, a specific welfare level or geography perceives digital transformation that is radically disparate from others. In advanced economies, leaders comprehensively recognize the products and trending technologies of the digital era on a broader scale. But it is different in an emerging economy. Naturally, the factors such as the industry and the globalization of the companies matter, yet a survey in a widespread sector can help to project business leaders’ and managers’ perception of digital transformation and bring different judgments. Two questions come fore at this point: <em>If business leaders focus on or are aware of the products and ideas of current technologies, </em>and <em>if they appropriately construe these ideas and products. </em>In Turkey, leaders predominantly tend to identity digital transformation with social media, still! Although digital transformation is related to social media, it is not limited to it. There are state-of-the-art technologies, but in such geographies, leaders require time to possess digital and technological consciousness. In this new world order, leadership has reached a point that there is a need for ultimate leaders, who origins from the very elements of this disruptive environment and rises with distinguishing skills and epoch-making perspectives. On the other hand, <em>learning and performance</em> are indispensable parameters for leaders in times of digital transformation. This article underlines the significant factors that impact these parameters.</p>
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Parrott, Helen. "Clinical specialists as digital leaders." Future Healthcare Journal 7, no. 3 (October 2020): 196–98. http://dx.doi.org/10.7861/fhj.dig-2020-lead.
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Jisr, Rana. "The Next Step is Digital Leadership." Journal of Contemporary Research in Business Administration and Economic Sciences 1, no. 2 (September 18, 2021): 59–63. http://dx.doi.org/10.52856/jcr311280120.
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The aim of this article is to shed light on the vital role of digital leaders in today’s businesses. Many firms have already grounded their partnership with digital transformation before the pandemic. Others sped up all efforts to implement digital capabilities due to COVID-19 for the first time for survival. So, we tried to show that a digital leader needs additional requirements to face the new challenges of working remotely. Furthermore, we think that good online communication skills with digital leaders draw a compelling composite picture of an effective working environment in a digital world.
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Assiroji, Dwi Budiman. "KONSEP KOMUNIKASI KEPEMIMPINAN DAKWAH DALAM MENGHADAPI GENERASI DIGITAL." Jurnal Da'wah: Risalah Merintis, Da'wah Melanjutkan 4, no. 01 (July 30, 2021): 57–69. http://dx.doi.org/10.38214/jurnaldawahstidnatsir.v4i01.90.
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Research Objectives: This study aims to find out how the concept of da'wah communication should be carried out by a da'wah leader in facing the digital generation. Research Methodology: Qualitative-Literature. Research Results: from this study it was found that in facing the digital generation, a da'wah leader must pay attention to at least three things in communicating. Namely: first, you must be an example in your life, especially in the context of da'wah. Because the digital generation is a generation that really pays attention to the lives of its characters. Second, da'wah leaders must make maximum use of online media as a medium for preaching to the digital generation. Because the digital generation is a generation that is very familiar with online media. Third, the da'wah leader must have digital literacy in communicating with the digital generation. The three literacies are data literacy, technological literacy and human literacy. So that with this literacy, da'wah leaders can communicate well with the digital generation.
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Mihai, Roxana-Lucia, and Alina Creţu. "Leadership in the Digital Era." Valahian Journal of Economic Studies 10, no. 1 (July 1, 2019): 65–72. http://dx.doi.org/10.2478/vjes-2019-0006.
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Abstract The new generation, who grew up with social media and the intensive use of information technology, is pouring into the job market, disrupting the corporate culture and leadership models that have been known until now. If these young experts have unique working methods and a language of their own, they are also at the center of the value creation network. How can a leader cope with these changes and exploit the remarkable potential of this new generation? No Fear builds on the personal experiences of leaders of major international companies and points the way forward for any leader who wants to grow its business and its employees in the digital age. The digital revolution will pose new challenges to the leaders of the companies. First of all, the proliferation of technological innovations and their rapid diffusion are a major challenge to understand, assimilate and use them wisely. Second, the exponential growth of Internet-based businesses poses a major challenge for those in the old economy that are at risk of a rapid break in their core business.
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Karpova, E. G., and E. S. Gurenko. "Values and value orientations of a digital leader in the digital economy era." Digital Sociology 4, no. 4 (January 26, 2022): 13–17. http://dx.doi.org/10.26425/2658-347x-2021-4-4-13-17.
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The article examines the values and value orientations of a modern leader in the digital economy, in particular, the characteristics, skills and competencies, which distinguish a “digitalˮ leader from a “traditionalˮ leader and guarantee him/her success in business. The research is based on the results of a survey in which 120 people of different age categories and different managerial ranks (in Russia and abroad) participated to identify their priority personal and professional values and assess how these values influence their managerial decisions and the actions they take to transform of their business caused by digital change and the pandemic crisis and to achieve success. The findings of the study have to help understand to current and future leaders, what they have to do, what qualities and skills they have to develop to remain successful in today’s realities.
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Bruining, Nico. "Meet key Digital Health thought leaders." European Heart Journal - Digital Health 2, no. 4 (October 29, 2021): 550–52. http://dx.doi.org/10.1093/ehjdh/ztab092.
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Pittenger, Linda M., Nicholas Berente, and James Gaskin. "Transformational IT Leaders and Digital Innovation." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 53, no. 1 (January 24, 2022): 106–33. http://dx.doi.org/10.1145/3514097.3514104.
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Does formal IT governance encourage innovation in the traditional domains of the IT function at the expense of new forms of "digital" innovation? We report on a study of 158 IT managers and leaders to understand the conditions under which transformational IT leadership can drive innovation in traditional forms of IT, as well as in the emerging "digital" domain. We find that highly formal IT governance practices can reduce ability of transformational IT managers and leaders to innovate in both domains, and this effect is greater for digital innovation. In stable cultures the moderation effect was strengthened, while insignificant in change cultures. We distinguish between IT innovation and digital innovation and operationalize this distinction, finding that in contexts with stability culture, the moderation is stronger for digital innovation than for traditional IT innovation.
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Runciman, B. "What Digital Leaders Want and Need." ITNOW 57, no. 1 (February 13, 2015): 58–61. http://dx.doi.org/10.1093/itnow/bwv026.
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Akbari, Taufan Teguh, and Rizky Ridho Pratomo. "Higher education digital transformation implementation in Indonesia during the COVID-19 pandemic." Jurnal Kajian Komunikasi 10, no. 1 (June 30, 2022): 52. http://dx.doi.org/10.24198/jkk.v10i1.38052.
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The pandemic is forcing universities to carry out digital transformation simultaneously. However, the pandemic opened Pandora’s box revealing the fundamental weaknesses of universities that make them unprepared to adapt to changing times. However, the pandemic can be an opportunity to transform the entire workforce in universities so that their existence remains relevant. The critical factor in this transformation is the leader. Today’s leaders must change from traditional to digital. Digital leaders can be a catalyst for change to oversee digital transformation in universities. Therefore, this study intends to explain how the implementation of digital leadership in universities in Indonesia, especially since the world has been hit by a pandemic. The author uses the literature study method and interviews stakeholders in universities. The author finds that three fundamental challenges must be overcome: culture and mindset, human resource competence, and infrastructure. Higher education leaders must resolve these three challenges to ensure that digital transformation runs smoothly. The author argues that universities are still relevant to producing quality human resources and abilities according to the times. To maintain the relevance and role of universities, leaders need to implement changes holistically, starting by creating a holistic grand design, increasing human resource competencies, infrastructure development, developing a new mindset, creating progressive culture, to organizational restructuring.
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Hensellek, Simon. "Digital Leadership." Journal of Media Management and Entrepreneurship 2, no. 1 (January 2020): 55–69. http://dx.doi.org/10.4018/jmme.2020010104.
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Advances in digitalization place completely new demands on both political and economic leaders as well as on society as a whole. In addition to technical skills as a basis for dealing with and understanding digital technologies, digitalization demands that relevant decision-makers have a digital mindset so that they can recognize and correctly assess the opportunities and challenges associated with digitalization. Against this backdrop, this article presents a conceptual framework for digital leadership and explains the motives as well as the opportunities and challenges associated with it. It also shows how the critical capabilities of a digital leader contributes to the realization of their strategic vision of successful digitalization. The article concludes by discussing whether and how digital leadership can support successful digital transformation in the economy and society, and it points out possible fields for future research.
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Akbari, Taufan Teguh, and Rizky Ridho Pratomo. "The New Normal Leadership: How Technology Alter Communication Style in Contemporary Organization." Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia 6, no. 1 (June 15, 2021): 1–12. http://dx.doi.org/10.25008/jkiski.v6i1.523.
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The Covid-19 pandemic has hit many sectors in the world. To mitigate the plague, many countries have formulated a social distancing policy. The pandemic compels us to foster the use of technology to carry out daily activities. A very few articles explain how technology alters the way leaders communicate. Therefore, the objective of this research is to examine whether technology has an impact on leader communication patterns using Adaptive Leadership and Technological Determinism Theory. This research uses qualitative approach with literature review and interview as a means to collect and analyze data. Based on the current trend, there are some changes in leader communication patterns. Also, the author found that there is a gap in the adoption of technology between leaders and members of the organization. While leaders are prepared to change mindset and embrace digital practices, members are not well-prepared. They struggle to adjust to the new work environment and feel overworked and exhausted. To embrace the digital working environment, leaders need to solve the gap. We argue that the gap between the leaders and members can be addressed by enhancing or improving the way leaders and members interact. This is because to become a leader, one should engage in communication. We propose some principles about new ways of communication during the New Normal.
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Roy, Shelly R. "Digital Mastery." International Journal of e-Collaboration 8, no. 3 (July 2012): 56–66. http://dx.doi.org/10.4018/jec.2012070104.
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With support from the research literature, this paper argues that to lead effectively in a virtual environment, the leaders of virtual teams need relationship building, technical, and leadership skills, as well as the ability to defuse the frustrations of virtual team members. Relationship building skills include the ability to establish trust, embrace diversity, skill in fostering a team spirit, and motivating team members. Technical skills include the ability to use video conferencing software, instant messaging, e-mail, virtual worlds, avatars, and communication skills. Leadership skills needed by leaders in virtual environments include emotional intelligence, the ability to create an open and supportive environment, and to lead by example.
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Merdika Mansur, Daduk. "Digital-based SME Innovation Development Strategy: Marketing, Entrepreneurship Insight and Knowledge Management." Golden Ratio of Mapping Idea and Literature Format 2, no. 1 (January 28, 2021): 65–84. http://dx.doi.org/10.52970/grmilf.v2i1.179.
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The success factor for the knowledge sharing from a management point of view, RBV views that substantially the success factor for knowledge sharing is fully held by business leaders. Leaders are seen as the main driving force for business organizations, because all policies and work procedures that a leader will implement in the organization will shape perceptions, culture and will also affect future organizational activities. Support from all parties is needed, not only the role of the leader but also the cooperation and involvement of employees. Refer to the resume of 20 recent Scopus indexed publications. Mapping the literature in this study provides several clues and propositions which can be clearly seen in this paper.
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Shullman, Sandra L. "Leading at the .05 Level: Reflections on Psychologists and Leadership." Counseling Psychologist 46, no. 4 (May 2018): 530–43. http://dx.doi.org/10.1177/0011000018776930.
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This article presents the 2017 Leona Tyler Address given by the author. The address is a call to action for counseling psychologists to take on the self-identity as learning leaders in preparation for the issues and challenges emerging in the digital age. In this article, I describe the role of learning leader and define eight learning leader skills. Critical future trends, challenges and opportunities for counseling psychologists as learning leaders are presented.
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Ellis, Maureen L., Ya-Huei Lu, and Bethann Fine-Cole. "Digital Learning for North Carolina Educational Leaders." TechTrends 65, no. 5 (August 19, 2021): 696–712. http://dx.doi.org/10.1007/s11528-021-00649-x.
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Runciman, B. "What Digital Leaders Say... 2014 and Beyond." ITNOW 56, no. 1 (February 24, 2014): 52–54. http://dx.doi.org/10.1093/itnow/bwu024.
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Passey, Don. "Intergenerational learning practices—Digital leaders in schools." Education and Information Technologies 19, no. 3 (March 28, 2014): 473–94. http://dx.doi.org/10.1007/s10639-014-9322-z.
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Schiuma, Giovanni, Eva Schettini, and Francesco Santarsiero. "How Wise Companies Drive Digital Transformation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (April 28, 2021): 122. http://dx.doi.org/10.3390/joitmc7020122.
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Enterprises aimed at acquiring a sustainable competitive advantage in the Digital Era are challenged to develop a Transformative Digital Leadership marked by a set of abilities. The paper introduces the Digital Transformative Leadership Compass as an innovative framework to assess wise leaders’ characteristics driving organisational digital transformation in today’s complex business landscape. It identifies the critical abilities, attitudes, and behaviours distinguishing the profile of a transformative digital leader leading an organisation to continuously innovate and digitally evolve in the same way as the business landscape. This paper contributes to theory building by proposing an interpretative framework of critical abilities distinguishing a transformative digital leader of a transformative digital company. Furthermore, the paper provides practitioners with valuable insights and theoretical evidence on leadership practices in the digital era.
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Rhinesmith, Colin, Malana Krongelb, and Jie Jiang. "The Digital Equity Leadership Lab (DELL)." Journal of Community Informatics 18, no. 1 (March 31, 2022): 104–31. http://dx.doi.org/10.15353/joci.v18i1.4875.
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This paper presents the Digital Equity Leadership Lab in Baltimore, Maryland as a case study of community leadership development to promote digital equity and justice. While several studies of community leadership development exist, few are focused on its role in promoting digital equity and justice. This case study attempts to address this gap in the scholarly literature through the following research question: How might DELL serve as a community-based leadership training model to develop the next wave of digital equity leaders? Through our analysis of interviews with community leaders, outside experts, and community foundation staff, we discovered the following three main findings: (1) bringing national policymakers and advocates together with community leaders is powerful and transformative; (2) digital inequality is a social, not a technological problem; and (3) community leaders need access to a shared platform and to each other to create change. These findings suggest that community leaders can benefit from seeing their work within a digital equity ecosystems framework, which calls attention to the importance the interactions that exist among individuals, populations, communities, and their broader sociotechnical environments that all shape the work to promote more equitable access to technology and social and racial justice. This case study report concludes with recommendations for community leaders, including community foundations, working to uncover systemic discrimination shaping digital inequality today to advance digital equity and justice.
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Kapucu, Hakan. "Technoversal Leader: Triumphant Leader of the Technological Era." International Journal of Progressive Sciences and Technologies 23, no. 1 (November 6, 2020): 440. http://dx.doi.org/10.52155/ijpsat.v23.1.2313.
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The new world order reminds disruptions and turmoil. Exponentially-developing technology plays a significant role in causing these radical changes. These rapidly-changing conditions affect leaders with all humans. As scientific knowledge, digital transformation, technology is a backbone at the point that humanity has reached. Thus, it has become a critical component, which affects leader behaviors and the skillset expected from them. In this context, this article introduces a new leader who distinguishes from other styles. This distinction arises from the skills that leaders must adopt in the future are different than the past, from the reality of the earth’s being on the edge of collapse, business leaders’ being obliged to act upon it. And along with these specific behaviors, the leaders’ having data-driven mindsets, being technology adept.
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Bulovsky, Andrew. "Authoritarian communication on social media: The relationship between democracy and leaders’ digital communicative practices." International Communication Gazette 81, no. 1 (April 5, 2018): 20–45. http://dx.doi.org/10.1177/1748048518767798.
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This research considers authoritarian leaders’ communicative practices on Twitter relative to their democratic counterparts. After a quantitative analysis of 144 world leaders’ Twitter accounts, this study identifies a positive and statistically significant relationship between a country’s level of democracy and its leader’s (1) average number of tweets per day and (2) proportion of tweets that are replies to other users. Additionally, qualitative case studies of Russia, Turkey, and Estonia reveal that authoritarian leaders’ accounts are of a relatively lower quality. Namely, they follow a less diverse set of accounts, have a higher proportion of inactive followers, and tend to tweet projections of power over policy statements. Ultimately, these results reveal an authoritarian preference for uni-directional communication and a democratic preference for multi-directional communication—a stylistic difference partially attributable to stronger incentives from political power structures in general and competitive elections in particular in democratic regimes.
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Håkansson Lindqvist, Marcia, and Fanny Pettersson. "Digitalization and school leadership: on the complexity of leading for digitalization in school." International Journal of Information and Learning Technology 36, no. 3 (June 3, 2019): 218–30. http://dx.doi.org/10.1108/ijilt-11-2018-0126.
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Purpose Digitalization has permeated society and schools. In this process, focus has turned to the importance of school leaders in their leadership for digitalization. The purpose of this paper is to explore how school leaders understand digitalization and the digital competencies needed in leading for digitalization in Swedish schools. Design/methodology/approach Open questions from reflective learning journals (n=32) and interviews (n=8) conducted with school leaders were used to explore how school leaders understand digitalization and the digital competencies needed in leading for digitalization. Findings The findings show that school leaders see digitalization as a wide and complex concept including technical, pedagogical, administrational and organizational challenges at all levels of the school organization. Practical implications It appears that the role of the school leader, as a complex task, has become more complex as a result of digitalization. How time, resources and professional development are made available to support school leaders in their work with leadership for digitalization in order to support teachers’ and students’ learning. Originality/value This paper contributes to the area of school leadership and digitalization. The research contribution is of interest for school leaders and school organizers striving to implement and advance digitalization in schools. This also concerns the prioritization of digitalization as one of many important areas in schools as organizations.
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Ismael, Zain Noori. "Project Team Management: The significance of various leadership approaches in work environments when managing ICT project teams." International Journal of Advanced Engineering, Management and Science 8, no. 11 (2022): 01–15. http://dx.doi.org/10.22161/ijaems.811.1.
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Although the majority of project teams perform better when leadership is shared (rather than centralized with the nominal team leader), team leaders are frequently unprepared to assess leadership potential or share leadership responsibility. The study applied quantitative research method by using online survey to analyze the significance role of various leadership in managing ICT project team. The findings revealed that leadership had a significant role in managing ICT project team. In conclusion, firms should invest in developing digital leaders who will champion digital competence and entrepreneurial processes in the design and implementation of IT solutions. This may push certain government officials to step outside their usual sphere of technical expertise. Therefore, it's crucial to recognize and promote the required change in skill levels. If a company cares about its key leaders, it should think about giving them chances to improve their communication, delegation, and motivation skills through professional development.
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Hidayati, Festy Rahma. "Komunikasi Politik dan Branding Pemimpin Politik Melalui Media Sosial: A Conceptual Paper." JURNAL LENSA MUTIARA KOMUNIKASI 5, no. 2 (December 28, 2021): 145–61. http://dx.doi.org/10.51544/jlmk.v5i2.2385.
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The presence of digital media, such as social media allows us to connect without any limitations of space and time. Consumption of social media brings changes in various aspects of life, including the habits of communicating and interacting in today's network society. In the political field, social media creates opportunities for political leaders to carry out political communication. As a strategic political communication channel, social media plays a role in receiving and responding to public aspirations. In fact, the use of social media for campaigns by political leaders shows a trend of increasing popularity and electability due to the influence of branding on social media. The use of social media by political leaders in building specific branding is at the core of this article. Political leaders optimize their personal social media accounts for political communication. The positive perception of the public allows for an increase in popularity and electability which brings to the national political stage. This article is a conceptual paper that analyzes the concept of branding in politics in the era of digital political communication by utilizing social media. The author uses relevant literature reviews from previous studies. This article reveals that several political leaders that have been studied have optimized social media to carry out political communication to their citizens. They display digital content to gain public support and trust, and display branding as a populist, professional, humanist, and responsible political leader.
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Thiele, Joan. "Book Review: Digital Medicine: Implications for Healthcare Leaders." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 41, no. 1 (February 2004): 107. http://dx.doi.org/10.5034/inquiryjrnl_41.1.107.
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Radchenko, Elena, Mikhail Kozin, and Galina Pyrchenkova. "Creation of digital educational environment for police leaders." E3S Web of Conferences 210 (2020): 02004. http://dx.doi.org/10.1051/e3sconf/202021002004.
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The article is devoted to the problems of creating a successful digital educational environment in a higher educational institution. The issues of interactive communication between teachers and students in virtual space using computer and information and communication technologies are considered. The article describes the advantages and disadvantages of creating a digital educational environment at the Academy of Management of the Ministry of Internal Affairs of Russia. The authors analyze the assessment of the organization and content of the distance learning course from the point of view of the representatives of the teaching staff. The objectives of the study include studying the issue of the level of readiness of the teachers of the educational organization to conduct training sessions in a distance mode, as well as the analysis of the degree of the students’ self-organization and their abilities for the independent acquisition of knowledge in a remote access mode. During the study, considerable attention is paid to the study of problematic aspects of creating a digital educational environment in a higher educational institution and the search for possible ways to overcome them.
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Cho, Vincent, and Jo Beth Jimerson. "Managing digital identity on Twitter." Educational Management Administration & Leadership 45, no. 5 (September 22, 2016): 884–900. http://dx.doi.org/10.1177/1741143216659295.
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What does it mean to be and to act like a school leader online? Although many school leaders might be comfortable navigating issues of identity in face-to-face environments, online environments may present new and unprecedented challenges. These challenges may range from concerns about privacy and surveillance to questions about how best to leverage social media for professional or school aims. Accordingly, the present study draws upon interview and tweet data to explore administrators’ performance of identity on Twitter. Findings describe how administrators enacted two distinct identities: one relating to instructional leadership and the other relating to school public relations. Administrators were reticent about revealing other, more personal identities. This was seen as a way to maintain and gain followers. Implications for identity research, online professional learning, and public school relations are discussed.
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Băeşu, Camelia, and Ruxandra Bejinaru. "Knowledge management strategies for leadership in the digital business environment." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 646–56. http://dx.doi.org/10.2478/picbe-2020-0061.
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AbstractThroughout this paper we try to propose several updated theories about leadership strategies considering the new framework and coordinates imposed by the digital age. By operating a literature review, firstly we will define the intriguing concepts of: digital age, digital leader and digital leadership. Nowadays leaders must understand the global technological revolution and integrate with it in their daily business routine. Within the sections of the paper we will analyze the different features of the digital knowledge age, considering issues like the work environment, the new type of employees or the new skills. We believe that by mapping all these novel aspects we will emphasize which are the gaps between the current state and the potential one. Acknowledging the opportunities of the digital age is empowering both for managers and employees in terms of achieving their success. We will provide an analysis of the most important traits of a digital leader and their necessity in the present environment. Even if great theorists consider that a leader’s essential characteristics are timeless we will argue which are the substantial changes generated by digitalization. Furthermore, we will discuss the potential knowledge strategies to be applied for effective leadership in the digital business environment. Throughout this paper we want to bring to attention which are the major impactful connections between the trends of digitalization and leadership concepts. In the final section of the paper we will present our conclusions and propose for discussion further challenges of the digital age, mainly from managerial perspective.
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Msila, Vuyisile. "Higher Education Leadership in a Time of Digital Technologies: A South African Case Study." International Journal of Information and Education Technology 12, no. 10 (2022): 1110–17. http://dx.doi.org/10.18178/ijiet.2022.12.10.1728.
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Since the advent of digital technologies two phrases have been used extensively in higher education institutions and these are digital transformation and digital leadership. This article’s topic is crucial because some leaders and their staff do not know how to deal with change in systems accompanying the introduction of digital technologies. Institutions of higher learning are experiencing waves of change that bring turmoil, whilst leaders enhance their skills as they sail with their institutions towards a future of digital technologies. The purpose of this qualitative study was to understand effective strategies for effective digital transformation in selected universities as perceived by the participants. It examined ways in which conscientious leaders could build high performing (South) African institutions where technology will address some of the societal ills such as poverty and underdevelopment. Ten university executives were interviewed individually and in focus groups. The results demonstrate that, without a vision and collective decision making, few institutions will thrive in the current times of information communication technologies (ICTs). Furthermore, the study showed that varied skills in technologies as well as emotional intelligence will help digital leaders support their teams whilst enhancing their institutions’ performance. Effective digital leaders depend on a strong vision and creating an atmosphere of sharing and support.
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Marquez, Armin, Beth Cianfrone, and Timothy Kellison. "Factors Affecting Leaders’ Adoption of Innovation:." Sports Innovation Journal 1 (December 8, 2020): 152–71. http://dx.doi.org/10.18060/24342.
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This study's focus is to determine why some leaders adopt an innovation, while others do not, through the case of high school athletic directors' digital ticket adoption. We explore the process through which sport managers evaluate an innovation as the best course of action. The purpose of this study was to identify critical factors influencing high school athletic directors' decisions to adopt digital ticketing as the best strategy for securing revenue and serving their event attendees. High school athletic directors (N = 628) completed an online survey measuring the effects that leaders' prior conditions and perceived characteristics of the innovation (i.e., independent variables) have on their decision to adopt or reject the technology (i.e., dependent variable). From a theoretical perspective, we extend the conceptual model proposed by Rogers' Diffusion of Innovation Theory, including two constructs specific to the situation considered (i.e., trust and cost). From a managerial standpoint, there appears to be a need to educate athletic directors on the free digital ticketing options available and its ease-of-use. Future research should explore the athletic directors' decision-making process across a more extensive timeline through a longitudinal study.
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Panagiotis Tzavaras and Spyridon Stelios. "“Digital virtues”? Aristotelian Leadership in the Fourth Industrial Revolution." Journal of Advanced Research in Leadership 1, no. 2 (November 14, 2022): 1–8. http://dx.doi.org/10.33422/jarl.v1i2.148.
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Aristotelian leadership in corporations and organizations and the virtues associated with it has been extensively studied. Today, due to the pandemic but mainly because of Information Communication Technologies (ICT) and the Fourth Industrial Revolution, there is an increase in online communication within corporate organizations (via emails, teleconferencing, etc.). In this new context, managers, CEOs and company leaders are developing digital behaviors. Online and electronic communication has largely replaced in person and a leader or e-leader should cultivate and use her virtues within a new digital environment. In this context, can we refer to emerging “digital virtues” or is the technological factor too “weak” to disturb the nature of these character traits? In order to address this question, this paper investigates four Aristotelian virtues that lie at the heart of an ethical corporate leader, i.e. “prudence/practical wisdom”, “fortitude” (courage), “temperance”, and “justice”. The findings will determine whether changing the means of communication affects the way in which a leader should develop these virtues.
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Andriani, Rini, Hasyim, Rahma Dewi, Afri Tantri, and Nurkadri. "Educational Leadership in the Digital Age Leadership Education in the Digital Age." Journal Coaching Education Sports 3, no. 2 (November 30, 2022): 125–30. http://dx.doi.org/10.31599/jces.v3i2.1154.
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Leaders or leaders of an educational institution as people who are used to deciding what is right or most appropriate in certain situations, especially in the education policy itself. Of course, in the current era of the Industrial Revolution 4.0, policy is all about elements and values. The match is in the section itself. From individuals to world interests, their infrastructure must be properly managed. Education is actually a means to advance human civilization, plays an open role in this Industrial Revolution era, and must comply with aims and objectives without being constrained by regional interests. To prevent this very rapid development from being hampered or misdirected, we really need a very optimal role. New education policies need to be developed easily and quickly, but still put humanity first. This is of course the realm of education.
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Dimitriadi, Yota. "Who You’re Gonna Call? The Development of University Digital Leaders." Medijske studije 10, no. 19 (October 21, 2019): 102–18. http://dx.doi.org/10.20901/ms.10.19.6.
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In our hyper-connected digitised educational world, university tutors are interested in capitalising on affordances of digital trends in teaching and learning. Students, under the alias of preservice- teachers, walk among them equipped with digital skills in areas of their interest. How can we encourage collaboration between tutors and students that can promote the use of the digital force wisely, support the development of students’ professional identities further and extend tutors’ digital competences? The story of nine tutors and eleven undergraduate pre-service-teachers working together on digital partnerships is set against discussions around digital leadership and citizenship. This case study aims to highlight how universities can respond to technology-driven change by engaging students further and support their awareness of digital citizenship. The overall results showed that the informal learning that students have capitalised outside the classroom can be used to scaffold their development of digital citizenship through offline community engagement. It demonstrates the advantage of using such opportunities as a means to encourage citizenship practices among university student communities and the positive impact that such synergies can have on all the participants.
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Yetim, Adem. "Digital transformation and mentorship: what leaders need to know." ITNOW 63, no. 4 (December 1, 2021): 62–63. http://dx.doi.org/10.1093/itnow/bwab129.
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Foster, Sam. "Digital can make a difference." British Journal of Nursing 29, no. 1 (January 9, 2020): 75. http://dx.doi.org/10.12968/bjon.2020.29.1.75.
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Bett, Harry Kipkemoi, Betty Wangui Ngala, and Timothy Mwangi Kiruhi. "No longer at ease: How digital organizational followers in Kenya are challenging contemporary leadership." Leadership, Education, Personality: An Interdisciplinary Journal 2, no. 1 (December 17, 2019): 23–28. http://dx.doi.org/10.1365/s42681-019-00003-z.
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AbstractThe high internet penetration as well as the increasing digital platforms in Kenya has led to the transformation of many organizations in Kenya. Further, organizational followers are adopting digital technologies, and leveraging on digital platforms while working within organizations. Due to digitization, organizational followers are now collaborating, working flexibly (i.e. from home and other contexts away from work) and sharing content with people in different geographical locations. Consequently, many followers are influencing their organizational leaders. The digital transformation in the country, and among workers, suggest that organizational leaders should develop effective workable strategies and ensure they have conducive cultures that are in tandem with the digital transformation in place. This paper, based on Social Impact Theory (SIT) focuses on digitized organizational followers and their effect on firm leaders within Kenya.
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Uswatiyah, Wiwi, Siti Aminah, Sofyan Sauri, and Faiz Karim Fatkhulah. "Analisis Logika, Riset, Kebenaran Dalam Pendidikan di Indonesia." Jurnal Dirosah Islamiyah 3, no. 1 (February 23, 2021): 41–62. http://dx.doi.org/10.47467/jdi.v3i1.300.
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The digital era provides its own meaning and consequences for the morale of the leadership group. This study aims to analyze the morals of Islamic leadership groups in the digital era based on a review of philosophy, psychology and sociology. A leader in the digital era is required to be compatible with the demands and needs of the times. Philosophically, the morale of the leadership group provides reinforcement in decision making or policy formulation. Psychologically, group morals give its own color to aspects of personality. Leaders must be able to influence their members so that they can jointly run the organization. Sociologically, the moral of the leadership group has similarities with the religious foundation. Everyone is required to be able to have and practice good group morals in various conditions. This kind of leadership is expected by many people. The challenge of social education leaders today is very hard to be able to provide awareness to students and educationists to be able to socialize and get used to completely online work.
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Yusof, Mat Rahimi, Yahya Don, Mohd Faiz Mohd Yaakob, M. S. Omar-Fauzee, and Lai Chaw Pang. "GETTING USED TO THE NEW: AN ANALYSIS OF THE LEADERSHIP STYLE IN SCHOOL DURING PANDEMIC COVID-19." International Journal of Education, Psychology and Counseling 6, no. 42 (September 5, 2021): 01–13. http://dx.doi.org/10.35631/ijepc.642001.
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The worldwide Covid-19 pandemic has significantly changed the leadership style of Malaysian school leaders. To balance the current leadership challenges of the pandemic and the rapidity of technology, school leaders must think ahead and infuse new ones in leadership styles. As a result, the purpose of this study was to identify the functions and behaviours of new leadership styles of school leaders. The results of the questionnaire analysis collected from 103 respondents (principals=74) and (headmasters=29) school leaders using SEM AMOS successfully identified and validated nine functions and 42 behaviours in the new school leadership style. These functions are virtual meetings, virtual forums or discussions, sharing of new information, file sharing, virtual communication, supervision of digital technology-assisted teaching, monitoring student performance with digital technology, promoting development and professionalism. These functions include virtual meetings, virtual forums or discussions, the dissemination of new information, file sharing, virtual communication, the supervision of digital technology-assisted teaching, the monitoring of student performance with digital technology, and the promotion of development and professionalism. This study is expected to have a significant impact on school leaders' use of new leadership styles in the school.
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Chandrasekaran, Ramkumar. "The future of work: how HR drives digital transformation in the new normal." Strategic HR Review 20, no. 3 (June 17, 2021): 84–87. http://dx.doi.org/10.1108/shr-11-2020-0094.
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Purpose The purpose of this paper is to shed light on how organisations can leverage digital transformation by discussing the importance of having a zero-trust approach when it comes to security. This is something that is imperative, and so this paper aims to provide advice on how organisations can keep their networks and systems safe from cyberattacks and opportunistic cybercriminals. Design/methodology/approach This paper is a thought leadership piece and draws on Tata Consultancy Services (TCS’) COVID-19 Business Impact Survey, which surveys nearly 300 executives on how they are planning and managing the near and long-term impacts of the coronavirus pandemic. Those surveyed represented mostly large companies across 11 countries in North America, Europe and Asia-Pacific. Moreover, 63% of these companies had an annual revenue of over $5bn. Findings The findings from the survey revealed that most organisations lack digital capabilities, and the coronavirus pandemic is exposing these weaknesses. It found that companies with essential digital capabilities (“leaders”) have held up better during the pandemic than those without (“followers). Moreover, the survey demonstrated that there is a significant lack of clarity on how to strategically move on multiple digital fronts cost-effectively. Originality/value As TCS is a global leader in information technology services, consulting and business solutions, this paper provides value to senior business and technology leaders in organisations that hold influence over the company’s security strategies. By focussing on zero trust, this paper recommends how such leaders can rethink and reassess their business strategy to thrive in a post-pandemic world.
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Wang, Chong, and Peter Wilson Cardon. "The networked enterprise and legitimacy judgments: why digital platforms need leadership." Journal of Business Strategy 40, no. 6 (November 18, 2019): 33–39. http://dx.doi.org/10.1108/jbs-04-2019-0073.
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Purpose In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance. Design/methodology/approach A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies. Findings The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth. Practical implications Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture. Originality/value There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.
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Monchalin, Renee, Sarah Flicker, Ciann Wilson, Tracey Prentice, Vanessa Oliver, Randy Jackson, June Larkin, Claudia Mitchell, Jean-Paul Restoule, and Native Youth Sexual Health Network. ""When you follow your heart, you provide that path for others": Indigenous Models of Youth Leadership in HIV Prevention." International Journal of Indigenous Health 11, no. 1 (June 30, 2016): 135. http://dx.doi.org/10.18357/ijih111201616012.
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<p>Cultivating and supporting Indigenous peer youth leaders should be an important part of Canada’s response to HIV. This paper examines how a group of Indigenous youth leaders took up the notion of leadership in the context of HIV prevention. Taking Action II was a community-based participatory action research project.<strong> </strong>Eighteen Indigenous youth leaders from across Canada were invited to share narratives about their passion for HIV prevention through digital storytelling. One-on-one semi-structured interviews were conducted with participants after they developed their digital stories, and then again several months later. A thematic analysis of the interviews was conducted to identify major themes. Youth identified qualities of an Indigenous youth leader as being confident, trustworthy, willing to listen, humble, patient, dedicated, resilient, and healthy. A number of key examples and challenges of youth leadership were also discussed. In contrast to individualized mainstream ideals,<strong> </strong>Indigenous youth in our study viewed leadership as deeply connected to relationships with family, community, history, legacies, and communal health.<strong> </strong></p>
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Alraja, Mansour Naser, Muawya Ahmed Hussein, and Hanaa Mahmoud Sid Ahmed. "What affects digitalization process in developing economies? An evidence from SMEs sector in Oman." Bulletin of Electrical Engineering and Informatics 10, no. 1 (February 1, 2021): 441–48. http://dx.doi.org/10.11591/eei.v10i1.2033.
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The main objective of this paper is to investigate the SMEs’ leader perspective about the basic factors influencing the transformation into digitalization by SMEs they lead, using technological, organizational, and environmental (TOE) Model. The data were collected from 61 SMEs leaders in Oman, to achieve the study objective TOE model has been adopted. Internal consistency and data normality, and factor analysis were implemented. Structural equation modeling (SEM) used to test the proposed hypotheses. The outcomes of SEM indicate that TOE factors are significantly affects the ability of SMEs to digitalize their business process. The study findings come in the context of Omani definition of SMEs. More, no control was made for industry type to which SMEs participants are belong. Leaders of SMEs should frame strategies to simplify the digital transformation of their enterprises and attempt to provide organizational and technological facilities that will smooth their digitalization which will improve SMEs capabilities, as well as, increasing the international competitiveness of the SMEs. To the best of the authors' knowledge, this study is one of the first that investigated the digital transformation among SMEs from the leaders’ perspective in Oman.
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Butcher, Lola. "Gearing Up for Digital Transformation." Physician Leadership Journal 9, no. 5 (September 8, 2022): 41–43. http://dx.doi.org/10.55834/plj.2027503290.
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Digital transformation — the use of digital tools to improve the quality and efficiency of care delivery — is a top priority for health systems. Indeed, 99% of U.S. health system leaders responding to a HIMSS survey in late 2021 said investing in digital transformation is “very important” or “somewhat important.”
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Marirajan Murugan and Prabadevi Muthiah Natarajan. "Agile Leader’s Emotional Resilience and Their Digital Innovations and Business Transformations in a Workplace in Msme Sector (New Normal) to Mitigate COVID-19 & Its Successors." International Journal of Professional Business Review 7, no. 4 (November 11, 2022): e0755. http://dx.doi.org/10.26668/businessreview/2022.v7i4.e755.
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Theoretical Framework:During Covid-19, IndCzech invented numerous digital business transformations to maintain its sustainability in the global economy. IndCzech’s digital innovations (New normal) through online safety study workshops, business meetings, Factory Acceptance test, 3D Model review, Design review, Quality audit, project implementation and business transformation through work sharing possibilities in different places, integrated work culture, changes in native infrastructure have been analyzed the possibilities to implement. Based on the study, conceptual model proposes with Digital innovation, Business Transformation, Emotional Resilience, Challenges in workplace and Organizational growth. Design / Methodology/approach:129 agile leaders in the workplace in MSME sector data’s were collected through questionnaire and data analyzed with descriptive analysis, t-test, one way ANOVA, Correlation analysis, Regression analysis through SPSS and SEM model through SPSS AMOS. Findings:We found that Digital innovation and business transformation with emotional resilience are positively linked with organizational growth. Research, Practical & Social Implications:The purpose and implication of this empirical study to highlight on one’s agile leader’s emotional resilience in workplace (IndCzech) and their performance through digital innovations and business transformations and recommend government and MSME to improve organizational growth. Originality / Value:Agile leaders in Engineering service industry and their emotional resilience during pandemic period were not evaluated and it added value in the engineering service sector to mitigate their issues to have better business sustainability and organizational growth.