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EQF LEVEL (INTERNAL REFERENCE): 2
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Introduction:
Expected Learning outcomes:
By the end of this learning unit, you will know a lot about digital leadership and concepts that can lead the special form to success.
Content:
We are during a transformation process driven by various technological developments. This digital transformation is changing not only entire industries and the competitive situation for companies, but also social behaviour and the labour market.
EXAMPLE:
Digital technologies have made new business models possible. For example, streaming services, such as Netflix, Amazon Prime, have become established in the last few years. Digital technologies, especially social media, have changed the way we communicate. Customers and companies can easily get in touch nowadays. It is uncomplicated for customers to submit reviews, and at the same time companies can more easily collect customer data or analyse customer behaviour. Digitalisation has made online banking possible. Many jobs in banking have been eliminated as a result (e.g., customer service at the counter), but new jobs have been created in the IT sector.
The digital transformation also requires companies to take a fresh look at the issue of leadership. Previous leadership approaches must be rethought and adapted to the needs and developments of employees and customers. The environment in which leaders must find their way today is referred to as a VUCA world.
DEFINITION:
The word VUCA is made up of the four terms Volatility, Uncertainty, Complexity and Ambiguity. Accordingly, a VUCA world describes an environment for companies in which (unforeseen) changes or developments occur frequently, the situations cannot always be assessed, and connections are not necessarily recognisable because there are many interconnections.
Digital leadership as a leadership approach
Digital leadership (also known as Leadership 4.0) is an agile leadership approach that drives and accompanies the digital transformation in the company. The aim is to make processes more flexible and agile in order to be able to adapt quickly as a company if necessary. There is no clinging to old structures; instead, the focus is on courage and openness to innovation.
HINT:
The term "agile" literally also means "nimble". An agile company is one that can adapt to changes or developments as quickly and easily as possible.
Digital leaders can take their cue from the so-called VOPA+ model. This describes the atmosphere and collaboration in a company that is required for a successful digital transformation. VOPA stands for networking, openness, participation and agility. Together with trust (+) as a basis, the productivity and satisfaction of employees is strengthened.
Networking: Collaboration and exchange among each other should be able to take place as easily and effectively as possible. Internal social media, digital platforms, etc. can be used for this purpose.
Openness: Information is actively provided so that it is available to everyone as far as possible, and the best possible results can be achieved.
Participation: Hierarchies should be flattened, and employees must be enabled to actively participate in decision-making processes. Open workshop methods and various feedback instruments can be used, for example.
Agility: The company and employees should be able to react quickly and effectively. It is important to encourage independent work and make work more flexible for employees. For example, through flexible working hours and home office.
IMPORTANT: In order to drive digital transformation forward, processes and structures in the company must also be made agile. In addition, trends on the market and developments in new technologies must always be followed in order to be able to adapt at an early stage.
BIBLIOGRAPHY:
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