Adaptive digital leadership approaches for self-engagement to overcome digital transformation gaps
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Author (Corporation)
Publication date
2024
Typ of student thesis
Course of study
Collections
Type
04B - Conference paper
Editor (Corporation)
Supervisor
Parent work
Proceedings of the 20th European Conference on Management, Leadership and Governance
Special issue
DOI of the original publication
Series
Series number
Volume
Issue / Number
Pages / Duration
519-528
Patent number
Publisher / Publishing institution
ACI
Place of publication / Event location
Lisbon
Edition
Version
Programming language
Assignee
Practice partner / Client
Abstract
Digital transformation, forced by a rapidly changing environment and the increasing speed of technological advancements, enables various valuable opportunities in the business context, like increased efficiency, lower costs, and thus enhanced competitiveness, and manifold, complex challenges, like fast-changing customer expectations, increasing job demands, new value creation structures, and disruptive competition from outside the traditional industry boundaries. This often leads to business process reengineering and urges the strategic realignment of management and leadership styles based on competitive positions and corporate goals. In digital transformation, value impedance defines resistances encountered when integrating new digital technologies and processes into existing systems and workflows. Similarly, digital transformation gaps such as the business model gap are discrepancies preventing organizations from fully exploiting benefits and overcoming the challenges of digital transformation. The connection of digital transformation gaps and value impedance is recommended to avoid conflicts when facing digital transformation. However, as many organizations face difficulties with that alignment, this paper introduces the topic of digital transformation gaps, specifically the business model gap, and discusses its bridging with digital leadership aspects regarding self-engagement. Self-engagement enhances employee motivation, innovative work behaviors, performance, and a positive attitude toward change. This research thus answers the following research question: “what digital leadership factors contribute to the development of self-engagement of employees in organizations to bridge the business model gap in digital transformation?” This qualitative research is based on the Design Science Research method and elaborates four matrices with four strategic options each to enhance the self-engagement of employees, based on validated questionnaire items from the existing literature, and iteratively evaluated and further developed through semi-structured interviews with domain experts. Consequently, these four matrices build the basis for bridges to overcome the business model gap in digital transformation. Further research is suggested, on the one hand, to validate the proposed strategic options quantitatively and, on the other hand, to extend the approach with more strategic options also for other focus areas.
Keywords
Subject (DDC)
Event
20th European Conference on Management, Leadership and Governance (ECMLG 2024)
Exhibition start date
Exhibition end date
Conference start date
14.11.2024
Conference end date
15.11.2024
Date of the last check
ISBN
978-1-917204-24-8
978-1-917204-23-1
978-1-917204-23-1
ISSN
Language
English
Created during FHNW affiliation
Yes
Strategic action fields FHNW
Publication status
Published
Review
Peer review of the complete publication
Open access category
Green
License
Citation
Simonek, A. A., Imhof, D., & Gatziu Grivas, S. (2024). Adaptive digital leadership approaches for self-engagement to overcome digital transformation gaps. In M. Patuleia, E. Tomé, & C. Rouco (Eds.), Proceedings of the 20th European Conference on Management, Leadership and Governance (pp. 519–528). ACI. https://doi.org/10.34190/ecmlg.20.1.2943