Digital Leadership

Tanniru, Mohan

doi:10.5772/intechopen.76045

Cited by 20 publications

(10 citation statements)

References 9 publications

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“…Such leaders stay well-informed of digital expertise and support processes to search, select and structure innovation capabilities. They focus on generating innovative ideas that help create value for customers, design digitally enabled services quickly using advanced technologies and build organisational capability to deliver services that meet and often exceed customer expectations (Tanniru, 2018). During DT, the role of DL to inspire and effect innovation is imperative, and numerous past studies supported the positive impact of leadership on innovation in different contexts (Gerlach et al, 2020;Khosravi et al, 2019;Magesa et al, 2021).…”

Section: Digital Leadership and Digital Innovationmentioning

confidence: 99%

Digital innovation drivers in retail banking: the role of leadership, culture, and technostress inhibitors

Al Issa,

Omar

2024

IJOA

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Purpose The empirical study of factors related to digital transformation (DT) in the banking sector is still limited, even though the importance of the topic is universally evident. To bridge that gap, this paper aims to explore the role of digital leadership (DL), innovative culture (IC) and technostress inhibitors (TI) to support engagement for improved digital innovation (DI). Based on the literature, these variables are crucial aspects of digitalisation, even though there is no agreement on their conclusiveness. Design/methodology/approach This quantitative study tested a new conceptual model using survey data from five major banks in Libya. Partial least squares structural equation modelling was used to analyse the data from the 292 usable responses. Findings The results showed that DL and IC positively affect DI. Techno-work engagement (TE) mediated the relationship between leadership, culture and innovation. TI played a significant moderating role in leadership, culture and engagement relationships. Practical implications The research findings highlight critical issues about how leadership style and fostering organisational support in the banking sector can enhance DT. Leaders must demonstrate a commitment to long-term resource allocation to avoid possible negative effects from digital stress while pursuing DI through work engagement. Social implications The study suggests that fostering organisational support can enhance DT in retail banks, potentially leading to improved customer experiences and increased access to financial services. These programs will help banks contribute to societal and economic development. Originality/value This timely study examines predictor mechanisms of innovation in retail banking that resonate within the restrictions of organisational and DI frameworks and the social exchange theory. Exploring the intervening effect of TE in the leadership, culture and innovation associations is unprecedented.

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Section: Digital Leadership and Digital Innovationmentioning

confidence: 99%

Digital innovation drivers in retail banking: the role of leadership, culture, and technostress inhibitors

Al Issa,

Omar

2024

IJOA

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“…From this point, digital leadership is characterized by the use of an organization’s digital resources to achieve organizational goals and objectives ( Shah and Patki, 2020 ). Digital leadership involves demonstrating agile leadership capabilities that enable the organization to create a culture of continuous innovation by using the latest technologies in business architecture ( Tanniru, 2018 ). Digital leadership, defined as a leadership approach in line with the technological age identified with disruption ( Meffert and Swaminathan, 2018 ), supports the calculated use of a company’s assets to achieve its digital business goals and is defined by its ability to address it at both the corporate and individual level ( Breuer and Szillat, 2019 ).…”

Section: Digital Leadership and Its Fundamentalsmentioning

confidence: 99%

Digital leadership role in developing business strategy suitable for digital transformation

Türk

2023

Front. Psychol.

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Businesses must respond to the ecology in which they operate. Especially the rapid transformation of technology has increased the degree of dependency on the system. The main reason for this is perceived only as the technology costs brought by digital transformation. However, we understand from the bankruptcy of economically strong companies that this is not the real problem. This study looks at it from the perspective of leadership, which is an important skill for businesses. The research focuses on leadership roles needed to adapt to digital transformation. At this point, the roles of digital leadership and its contribution to businesses were investigated. At this point, we try to reveal the role of digital leadership with two different qualitative analyzes. In the research, semi-structured interviews were conducted with senior managers, phenomenological and content analysis was performed using Nvivo and MAXQDA qualitative analysis programs, and relevant confidential information was revealed. As a result of the research, it has been determined that there is an important link between time management and productivity while supporting system efficiency and transformation adaptation. In other words, a positive relationship has been determined between the success of digital transformation and digital leadership roles. In digital transformation, digital leadership has a role in the positive development of the relationship between the digital transformation process and business strategies. As a result, a perspective on how digital leadership can contribute to businesses that want to develop strategies suitable for the digital transformation process is presented.

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“…Behavioral leadership theory helps leaders focus on their actions and use their decisions to be great leaders, regardless of whatever behaviors they pick (Sinno, 2020). At its core, digital leadership involves developing a culture of innovation and agility, where ideas are encouraged and rapidly prototyped and tested to bring them to fruition quickly (Tanniru, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Leaders’ behavioral approach in the digital era: task vs relationship

Farhan

Chaudhry

Razmak

et al. 2023

JOEPP

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PurposeThe importance of modeling digital leadership in quickly digitizing countries, like the United Arab Emirates (UAE), is inevitable for building leadership capabilities to lead, engage and motivate remote employees in the digital environment. Using Blake and Mouton Grid, the current study examines the behavioral approach used by the leaders from both public and private sectors while managing their workforce digitally in the period of the pandemic, when 70% of the workforce worked remotely for the first-time in the region.Design/methodology/approachAn online survey was conducted by the managerial employees working in different firms using self-administered questionnaires and adopting the snowball sampling technique. In total, 476 respondents participated in the study from both the Emirates of Abu Dhabi and Dubai.FindingsThe analysis using IBM SPSS and Smart PLS software reported that 9 out of 10 leaders positioned their digital leadership style well above the middle-of-the-road management style (5,5) oriented towards team management (9,9); with 7 out of 9 displaying high team management leadership style, while managing remote workers. However, millennials displayed higher task orientation when compared to generation-x leaders, who concentrated more on their relations with the workers.Practical implicationsThe findings have implications for practitioners in technology driven regions. Also the results highlighting the task-oriented approach of millennials digital leaders have implication for owners and board of directors of the firms that seniority is not the only credible approach for leadership positions.Originality/valueThe study reveals the behavioral styles beneficial for digital leaders to develop their leadership capabilities and increase their effectiveness while managing the workforce digitally. Black Mountain Grid and its two-dimensional leadership matrix has been found to be a useful conceptual approach for understanding digital leadership behaviors, and based on study findings, recommendations have been provided to effectively improve its utilization for leading teams. The findings have implications for practitioners in technology driven regions as well as digital leadership field scholars.

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Digital Leadership

Cited by 20 publications

References 9 publications

Digital innovation drivers in retail banking: the role of leadership, culture, and technostress inhibitors

Digital innovation drivers in retail banking: the role of leadership, culture, and technostress inhibitors

Digital leadership role in developing business strategy suitable for digital transformation

Leaders’ behavioral approach in the digital era: task vs relationship

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