Transformational Leadership and Digital Maturity (original) (raw)
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International Journal of Academic Research in Business and Social Sciences
The broad range of digital disruption has become ubiquitous to organizations in the light of movement restrictions imposed to curb the global pandemic Covid-19. Digital interaction became the numerous modes of communication in urban societies worldwide. The evolution of digital technology has been rampant worldwide, but the adaptation was slower in Malaysia compared to neighboring southeast Asian countries, pre-covid-19. The pandemic brought about a forceful digital transformation in Malaysia with management playing a fervent role in its amplification. Leadership, innovation, and organizational learning have become fundamental incorporations for every organization to have sustainable digital maturity. Leadership is evaluated from both capability and competency perspectives. Innovation is looked at from sustainable and breakthrough innovations. Organizational learning includes knowledge management and learning culture. This study is quantitative research with a sample size of 147 respondents from organizations within Malaysia that uses digital technologies in their day-today operations. Structured comparative research was applied using a systematic comparison of measurement instruments with multivariate data analysis within Malaysia. Our findings indicate a strong and positive correlation between digital maturity and innovation. Leadership and organizational learning have a moderately strong and positive correlation with Digital Maturity. The findings can contribute to managerial and policy improvement toward digital transformation, while avenues for future research directions are discussed.
International Journal of Data and Network Science, 2021
The industrial era 4.0 requires companies to radically conduct changes related to technology. This is so that the company can follow the market's everchanging appetite and is essential to maintaining the company's sustainability. The digital transformation that occurs is fundamental, changing existing procedures and arrangements and creating a new business ecosystem. In carrying out a company transformation, it requires full support and commitment from workers. And the process needs to be conducted by competent leaders, in line with the spirit of change. In this study, the relationship between transformational leadership climate and employee engagement was measured. The research was conducted on banking service companies that have made radical changes related to technology for 2 years. The results showed that the climate created by leaders who adopt transformational leadership styles has a positive and significant effect on employee engagement. This research is a preliminary...
The purpose of this research was to know and analyze the effect of transforming organizational culture and digital transformation governance on digital maturity in banks in Indonesia. The population in this research was bankers in Indonesian banks with a sample size of 611 respondents. The method used in this research was descriptive and explanatory survey method, and the data analysis method used was structural equation modeling with data analysis tools Lisrel 8.80. The results showed that transforming organizational culture and digital transformation governance simultaneously have a positive and significant effect on digital maturity with a contribution of 61%. The digital transformation governance partially has more dominant influence on digital maturity compared to transforming organizational culture. The managerial implication of the results of this study was that to reach higher digital maturity in Indonesian banks, leaders must emphasize in digital transformation governance with removing silos as the main dimension to focus on.
GATR Global Journal of Business and Social Science Review (GJBSSR) Vol. 8(4) OCT-DEC 2020, 2020
Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, ...
Mutual Relationships Between Digital Transformation and Leadership
2020
Organizations have taken various steps and transformed to adapt to digital technologies that change and evolve over the years. There is a need for leaders specialized in "digital technology and digital transformation" within the organization in order to be able to manage this transformation with appropriate decisions and strategies. There is a change in the titles given to leaders, their job descriptions, and qualifications during the process of digital transformation. The tasks of these leaders are to cooperate with other departments in the organization in a harmonious and supportive way to develop and implement innovations in the organization, to systematize the workflow processes, to quickly adapt technological innovations to the organization, and to contribute directly to its values. This chapter discusses supportive leader behaviors and types for change and transformation, supportive leaders for digital transformation, and the changing roles of leaders in digital transformation and digital leadership.
Digital Transformation & Leadership Style
THE ISM JOURNAL OF INTERNATIONAL BUSINESS, 2019
This research addresses the inability of executives and managers to successfully meet the challenges associated with the execution of digital transformations (DT) in their organisations. We used a qualitative multiple case study to identify the optimal leadership styles, characteristics, and traits that could enable the successful implementation of DT programmes in organisations headquartered in France. The unit of analysis is individuals in organisations responsible for planning and implementing DT initiatives. Eight individuals were recruited for participation from medium and large enterprises in the hospitality, healthcare, pharmaceutical, and banking sectors in France. Data were collected from semi-structured interviews using a protocol that was developed for the purpose of this study. The results of the study indicate that, although digital technology for transformation is disruptive, operational performance leaders are prepared to adapt their styles, characteristics, and traits to suit this new digital era and to change their ways of working once given a clear vision, commitment, and support from executives. Leaders can positively influence, train, move, and fail through experimentation while contributing to improved ways of working at all levels by adopting co-creation and co-designing cross-functional methodologies that are agile and inclusive. Future research could explore the phenomenon of DT within organisations of varying sizes in wider geographic regions and industries.
International Journal of Transformations in Business Management
This study aims to find out the extent of the impact of digital maturity as an independent variable in organizational culture as a dependent variable at the University of Fallujah. This is to support it determine the extent of maturity reached by the university as a result of the transformation of most of its work to the digital aspect due to the outbreak of the Covid-19 epidemic and the accompanying decisions; most of which were calling for the adoption of digital means to manage institutional life, whether in terms of doing business inside the university or delivering the lectures to students. The questionnaire has been adopted as a data collection method from a study sample at the university, by selecting an intended random sample of (73) from its specific population (91). Following the identification of the study sample and data collection, (SPSS) program was used to analyze the data depending on a group of statistical means as (weighted mean, coefficient of variation, standard ...
International Journal of Economics, Business and Management Research
This study aims to determine the effect of digital transformational leadership and digital culture on digital transformation (study on Civil Servants at the Statistics Indonesia). This quantitative research was conducted on 430 civil servants. The sampling technique was non-probability (purposive) sampling. The research data were collected by survey using an electronic questionnaire in the form of Google Forms. The data were analyzed using SEM PLS analysis with the help of smart PLS. The results showed that both digital transformational leadership and digital culture have a significant and positive effect on digital transformation. In addition, digital culture as a mediating variable is proven to significantly influence the relationship between digital transformational leadership and digital transformation. Further research can investigate other factors that can influence, mediate, or moderate the digital transformation process.
The Transformational Leadership For Educational Institution Management In A Digital Culture
The Transformational Leadership For Educational Institution Management In A Digital Culture, 2016
The advancement of technology and the growth of digital culture have revolutionized many aspects of life including the leadership style in the management of educational institutions. Many educational leaders apply different styles of leadership including transformational and transactional leadership styles. However, there is a need to have a clear picture of the leadership style that is suitable for a digitally changing environment, especially in the management of educational institutions. This study was carried out to examine the role and suitability of transformational leadership style in the management of educational institutions in a digital culture. For this reason, the study interviewed several respondents to find out their opinions on the suitable leadership style between transformational and transactional leadership style in a digital culture. The study discovered that effective leadership is imperative in the management of educational institutions. Secondly, the study found out that there is a positive impact of transformational leadership style in the management of educational institutions in a digital culture. Such findings were attributable to the fact that transformational leadership style is flexible and allows for the adoption of any changes that can come alongside the digital culture. However, based on the results and findings of the study, it was evident that there is the need for a more comprehensive research whose findings are unlimited to transactional and transformational.
Leadership Characteristics in the Era of Digital Transformation
Business And Management Studies: An International Journal, 2020
Digital transformation provoked by Industry 4.0 should not be just seen as a technological issue, it causes also fundamental changes in processes and in organizations of companies. Notably a new understanding of leadership can be counted on to them. The so-called "digital leaders" are expected to act rapidly and flexible in networked and distributed organization structures on the one hand and on the other hand they have to manage the digital transformation of the organization. Since most of the companies are still in the beginning of their digital transformation, there is a lack of a common understanding and a standard model of digital leadership. Most of the existing research works are visionary and predict the requirements for digital leadership on anticipated technological, economical and organizational changes; only few of them report about changes in leadership based on implemented cases. The objective of this study is to sum up main characteristics of the leadership in the era of digital transformation by applying content analysis of literature review as the method.