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What is Digital Leadership

Chapter 1
Leadership, Management, and Adoption Techniques for Digital Service Innovation
Enabling leadership that explores innovations needed to support of digital transformation.
Published in Chapter:
Leadership to Advance Innovation for Digital Healthcare Transformation
Mohan Rao Tanniru (University of Arizona, USA), Youmin Xi (Xi'an Jiaotong-Liverpool University, China & Xi'an Jiaotong University, China), and Kamaljeet Sandhu (University of New England, Australia)
Copyright: © 2020 |Pages: 24
DOI: 10.4018/978-1-7998-2799-3.ch001
Abstract
Complexity theory argues for bounded instability to allow organizations to run operations at a regular speed while also allowing them to explore innovations at a faster speed in support of digital transformation. HeXie management theory uses a mix of systems engineering and holism to argue for a theme around which empowered employees can explore and couple the dividends from such explorations to the organizational vision and mission. Authors integrate these two theories and multiple leadership processes (administrative, enabling, and adaptive) around four guiding principles: alignment around theme, dynamism of employees, transitiveness of dividends, and adaptiveness to support organizational growth and capacity building. These principles are used to discuss how digital leadership has guided healthcare transformation both inside and outside a hospital in multiple use cases, thus providing insight for thought leadership in digital health.
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Chapter 9
The Nature of Digital Leadership in Managing Employees Through Organizational Culture
The strategic use of a business enterprise's digital assets to reap commercial enterprise goals.
Published in Chapter: The Nature of Digital Leadership in Managing Employees Through Organizational Culture; From: Business Management and Communication Perspectives in Industry 4.0
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Chapter 4
Leading Digital Change and the Management of Hybridity in Social Work Organizations
Digital leadership as a long-term perspective that leverages available resources to improve and implement anticipating changes within an organizations’ culture aims at a common digital competence based on which future concepts can be applied and developed.
Published in Chapter: Leading Digital Change and the Management of Hybridity in Social Work Organizations; From: Handbook of Research on Policies, Protocols, and Practices for Social Work in the Digital World
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Chapter 3
Digital Instructional Leadership: Theoretical Framework and Accelerator Role of the COVID-19 Pandemic
A type of leadership which means assuming direction, impacting other people, and promoting continuous change through information access, and improving relations to foresee dramatic changes for school success.
Published in Chapter: Digital Instructional Leadership: Theoretical Framework and Accelerator Role of the COVID-19 Pandemic; From: Cases on Practical Applications for Remote, Hybrid, and Hyflex Teaching
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Chapter 7
The Value of Workplace Culture in the Digital Leadership Era
It is the strategic use of a company’s digital assets to achieve commercial objectives. This may be addressed both organizationally and personally.
Published in Chapter: The Value of Workplace Culture in the Digital Leadership Era; From: Leadership and Workplace Culture in the Digital Era
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Chapter 19
Leadership in Global Open, Online, and Distance Learning
Digital leadership is when management takes accountability for the functional value and quality of any digital assets within their organization. Digital leaders, are informing, inspiring, and promoting digital transformation, as well as taken the consequences, both benefits and limitations.
Published in Chapter: Leadership in Global Open, Online, and Distance Learning; From: Handbook of Research on Transformative Digital Content and Learning Technologies
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Chapter 15
The Future of Maritime Business Management and Leadership in Global Business Sustainability and Remote Work
Digital leaders are leaders who carry out tasks such as keeping people safe, analyzing the importance of workforce wellbeing, relying on and using technology more than ever, rebuilding logistics processes, developing new supply chains. Digital leaders see the pandemic as an opportunity for leaders to define a new future and identify three critical areas of action: sustainability, digitalization, reliability.
Published in Chapter: The Future of Maritime Business Management and Leadership in Global Business Sustainability and Remote Work; From: Remote Work and Sustainable Changes for the Future of Global Business
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Chapter 7
Human Resources in the Digital Era: Hybrid Work Environment as a “New Normal”
A designation of the abilities of a person/individual, but also of an organisation/society, a style of behaviour/action. People come first, then technology and processes. A competitive advantage can be gained in the model: trust-value-speed-action. When there is trust, we gain quality, value, when we do not need time to verify status, we can act instead.
Published in Chapter: Human Resources in the Digital Era: Hybrid Work Environment as a “New Normal”; From: Handbook of Research on Smart Management for Digital Transformation
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