Content area
Full Text
Abstract
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 semistructured 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.
Keywords: digital transformation, leadership, follower, executives, styles, characteristics, traits
Introduction
The future of leadership styles in implementing digitalisation and transforming operations remains an important area of investigation, especially in establishing leadership practices that govern the complexities of organisational digital transformation (DT) (Davenport & Westerman, 2018; Kane, Palmer, Phillips, Kiron, & Buckley, 2018; Weill & Woerner, 2017). The term digitalisation is defined as the mass adoption of connected digital technologies as services by consumers, enterprises, and governments (OECD, 2017a, 2017b; World Economic Forum, 2016). Empirical work undertaken at the industry level has determined the relationships between digitalisation, productivity growth, the way work is performed, an evolution in leadership style, reshaping and/or replacing business models, increased collaborations, and increases in revenues for organisations (Hesse, 2018; Libert, 2016; OECD, 2017a; World Economic Forum, 2015).
Research shows that DT will influence four dimensions of an organisation: use of technology, change in value creation, structural change, and financial aspects, plus new business models and the creation of new market...