A taxonomy of digital leadership in the construction industry

Zulu, Sambo Lyson; Khosrowshahi, Farzad

doi:10.1080/01446193.2021.1930080

Cited by 55 publications

(43 citation statements)

References 67 publications

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“…To achieve strategic change in DT contexts, literature has among others derived the concept of DL ( Zulu and Khosrowshahi, 2021 ). The demand for DL emerges as today’s organisations increasingly transform into digital workplaces understood as “the physical, cultural and digital arrangements that simplify working life in complex, dynamic and often unstructured working environments” ( Dery et al, 2017 , p: 136) which require leaders with different mindsets, skills, and behaviours to ensure the competitiveness of their organisation in digital spheres ( Erhan et al, 2022 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Leadership’s long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity

2023

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IntroductionIn this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations.MethodsDrawing on mid- and top-level mangers’ experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the “organisational muscle” to repeatedly deliver service innovations indicating an effective management of technology-driven change.Results and DiscussionTaxonomy results show that aggregated dimensions in terms of a digital leader’s personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL’s “long arm” on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Leadership’s long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity

2023

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“…However, a sample size of 10 interviews was considered adequate because, as per Patton (2002), a threshold of between 5 and 50 interviews is sufficient for the purpose of reaching saturation. It is acknowledged that large sample sizes are not critical determinants of the quality of results in qualitative studies in comparison to the requirements in quantitative studies (Zulu and Khosrowshahi, 2021). The developed interview protocol was used for the purpose of recording and keeping information.…”

Section: Data Collection and Confirmation Proceduresmentioning

confidence: 99%

Exploring constraining factors for use of private sector finance in delivery of public sector infrastructure in Tanzania: A qualitative study

Kavishe

Zulu

Luvara

et al. 2023

Front. Built Environ.

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While governments remain accountable for the delivery of infrastructure services, given the paucity of public resources, studies have recommended the use of private sector finance (PSF) as an alternative approach to delivering sustainable infrastructure both in developed and developing economies. Despite the recommendation, there has been very little use of PSF in delivering public projects, particularly in sub-Saharan Africa. Therefore, this study explores the constraining factors for the use of PSF in the delivery of public infrastructure in Tanzania and proposes recommendations. A total of 10 semi-structured interviews were conducted with different stakeholders delivering public infrastructure services. Interviewees were purposefully selected. Data were analyzed through conceptual content analysis. The findings reveal that the top five constraining factors were inadequate knowledge and skills, lack of policy to support or suffice PSF, bureaucracy or delays of approvals, lack of proper models for PSF, and lack of skilled people or existence of a big national skill gap. Thus, the identified constraints provided useful insights and were used as a road map for suggesting appropriate solutions to enhance the use of PSF. Furthermore, this is the first study to empirically explore the constraining factors for PSF in delivering infrastructure projects in the Tanzanian context.

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“…New business structures and management approaches have created a scenario in which most of our business and daily lives are equipped with internet-based information and communication mechanisms (Zulu & Khosrowshahi, 2021). Developments in information and communication technologies are felt heavily in working life and social interactions (UN Economic and Social Council, 2018).…”

Section: Digital Leadershipmentioning

confidence: 99%

A Study on Digital Leadership Scale Adaptation

Kavak¹,

Topçuoğlu²,

Kaygin³

2022

IJOL

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In recent years, the speed of digitalisation in nearly all fields has led organizations to actively use digital tools, practice working methods that are compatible with daily requirements, and adjust themselves to the process compositionally. The concept of digital leadership can be defined as the result of this necessity. Digital leaders focus on basic dynamics of the present world, can achieve digital transformation, and equate learning culture and the structure of an organization with digital standards. In this respect, to measure digital leadership understanding in Turkey, the present study adapted the scale, developed by Zeike et al. (2019) to Turkish and analyzed its reliability and validity. In the study, the first test was conducted with 135 teachers working in Kars, while the second test was conducted with 334 academicians. The adaptation of the scale into Turkish was achieved in the research by making the analyses of normality, correlation, and exploratory factor analysis through the SPSS program and by making confirmatory factor analyses through the AMOS program. The reliability and validity of the scale obtained were achieved by gathering it under a single dimension.

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A taxonomy of digital leadership in the construction industry

Cited by 55 publications

References 67 publications

Leadership’s long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity

Leadership’s long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity

Exploring constraining factors for use of private sector finance in delivery of public sector infrastructure in Tanzania: A qualitative study

A Study on Digital Leadership Scale Adaptation

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