INTRODUCTION
The complexity and uncertainty, exacerbated in part by the growing pace of globalization and
technological change, necessitate the development of human resources equipped with the skills
necessary to assist enterprises in overcoming the obstacles inherent in digital transformation
(Sousa, 2019). To overcome the challenges associated with digital transformation, leaders must
develop a blend of digital and human skills, primarily the ability to communicate effectively in a
digitized environment, foster cooperation among geographically dispersed followers, encourage
initiative, and shift attitudes (Cortelazzo, 2019).
Digital leaders are therefore leaders who assist businesses in achieving digital transformation by
establishing a vision and empowering employees to carry it out, motivating employees, valuing
their ideas and ensuring that employees have a voice in decision-making, and designing and
implementing versatile and flexible policies in response to the rapid advancement of technology .
Digital Leadership is therefore a type of leadership style that focuses on implementing digital
transformation within an organization. This concept is worthy of attention because of the critical
role it plays in the digital transformation process and their decisive contribution to the efficacy of
the digital era.
In this context, the paper discusses the notion of digital leadership and intends to explore various
leadership theories while focusing on self-analysis, transformational leadership, overall digital
leadership strength and areas of development.
LEADERSHIP THEORIES/MODELS IN DIGITAL AGE
In this current dispensation, there are several theories of leadership that can be applied to digital
leadership. Three among these are studied below:
Contingency theory
The emergence of contingency theories of leadership as a new major leadership paradigm is
associated with the recognition in the late 1960s that there is no one-size-fits all approach to
leadership (Fitzimons et al., 2011). It is of the position that the effectiveness of a leader depends
on the specific situation. Lussier (2011) described Contingency leadership model as a model used
to determine leadership style as task- or relationship-oriented and to determine if a situation matches
the style. In the context of digital leadership, contingency theory can be applied to understand that
different digital environment and challenges may require different leadership approaches. For
instance, in digital leadership, factors such as remote work, technological advancement and virtual
teams can create unique situations that need to be addressed by digital leaders. This is to say that
the theory can help digital leaders access and adapt their leadership style based on the specific
circumstances or situations. Dudovskiy (2012) found that Contingency theories of leadership focus
on specific situational factors such as people, task, strategies, etc.
TRAIT THEORY
The trait theory of leadership suggests that certain inborn or innate qualities and characteristics
make someone a leader. These qualities might be personality factors, physical factors,
intelligence factors, and so on (Kotter, 1990). In essence, trait theory proposes that the leader and
leaders’ traits are central to an organization’s success. The assumption here is that finding people
with the right traits will increase organizational performance. Trait theory focuses more on the
leader and neglects the follower.
In spite of lots of weaknesses in the popular trait theories, they provide worthy, useful and
valuable information about the concepts of leaders and leadership which will further prove
important not only on individual level but also on organizational level. Individuals especially
leaders can analyze their own specific set of traits through various popular tests and
questionnaires and let themselves aware and understand about their strengths, weaknesses and
status as per the previews of their colleagues and management. In this way, managers or leaders
can assess that where they actually stand in their organizations and how they can strengthen their
position in their organization. Traits approaches and theories are the benchmarks for the
personalities who want to be become a successful leader (Northouse, 2007).
In recent times, trait approach has created sensation in the concept of leadership and leader thus
many renowned researchers are taking interest in this topic and tries to explain how traits
influence leadership and leaders. As per Northhouse view (2007), trait approaches started
applying emphasis on identifying the unique set of qualities of a great person which is being
shifting their focus on the impact of different situations on leadership. In most recent era,
that emphasis has turned back or shifted back to reemphasize the significant role of traits in the
concept of effective leadership (International Conference on Science, Technology and
Management, 2016).
By and large, understanding and recognizing these traits, organizations can identify and develop
individuals who have the potentials to be effective digital leaders. More so, individuals can also
assess their own traits and strive towards further developing and enhancing the necessary skills
to excel in digital leadership roles.
PROCESS THEORY
These process leadership theories often suggest that the work of leaders is to contribute to the
wellbeing of others with a focus on some form of social responsibility. There appears to be a
clear evolution in the study of leadership. Leadership theory has moved from birth traits and
rights, to acquired traits and styles, to situational and relationship types of leadership, to the
function of groups and group processes and, currently, to the interaction of the group members
with an emphasis on personal and organizational function of groups and group processes and,
currently, to the interaction of the group members with an emphasis on personal and
organizational moral improvements (Yammarino, 1999).
Process leadership theory and digital leadership share common principles such as collaboration,
and continuous improvement among others. Digital leaders can leverage process leadership
theory to effectively lead in a digital environment.
DIGITAL LEADERSHIP: SELF-ANALYSIS
In this section, I will carry out self-analysis of my digital leadership traits. An assessment of
myself has been concluded under the guidance of my tutor. This assessment was carried through
personal insight, workplace culture, management skills, strengths, emotional control and
motivation at work.
PERSONAL INSIGHT
1. Extraversion (Mid-Range): Being in the mid-range of extraversion indicates that I have a
balanced preference for both solitude and collaboration. In an independent leadership role, I will
excel in tasks that require focused concentration and self-motivation. On the other hand, when
working in a team, I will find it easier to engage with others and contribute my ideas openly.
2. Agreeableness (Mid-Range): I have a moderate level of empathy, cooperation, and
consideration for others. In an independent leadership role, I will have a balanced approach when
making decisions, weighing both the individual and collective benefits. When leading a team, I
will encourage collaboration, seek consensus, and maintain harmonious relationships.
3. Emotional Stability (Low): I am prone to having fluctuating emotions, this can lead to
occasional stress or anxiety. In an independent leadership role, I am most likely going to find
solace and comfort in having control over my work and decision-making process. On the other
hand, in a teamwork setting, it's important that I develop strategies to manage my emotions
effectively, ensuring my team feels supported and inspired by my leadership style.
4. Conscientiousness (Mid-Range): I can conclude that I possess a balance between being
organized and adaptable. In an independent role, I will excel in planning, setting goals, and being
self-disciplined. When leading a team, I can demonstrate reliability and flexibility that will allow
me to adapt to changing circumstances and help my team members stay focused on collective
goals.
5. Openness (Mid-Range): I have a moderate inclination towards embracing new ideas,
concepts, and experiences. In an independent leadership role, this trait will prompt me to explore
innovative solutions and consider unconventional approaches. In a team setting, I am more prone
to encouraging creativity, facilitating brainstorming sessions, and fostering an environment that
supports diverse perspectives.
WORKPLACE CULTURE:
1. Immediate (low): I am a not attracted to high risk culture. I tend to have a sense of
urgency and emphasis on long term performance.
2. Family (high): I have the tendency to value a monitoring relationship with management. I
am comfortable in sharing information and knowing people very well at work. I have a
high sense of commitment.
3. Entrepreneurial/creative (mid); Enjoy finding new ways of doing things and to an extent
tolerant to ambiguity as well as being a risk taker.
4. Achievement (mid): I have a balanced focus on achieving and setting achievable goals.
5. Bureaucratic (high): Prefer others with efficiency and clear operating rules.
6. Mission (mid): I lay moderate emphasis on a common purpose or mission that drives
work done.
MANAGEMENT SKILLS: My management skill have been scored to 111, this indicates that I
an inspirational manager. I will thrive very well in my position and workplace. I am also most
likely a human capital developer.
STRENGTH: My area of strength demonstrate that of an effective digital leader. My range of
skills such as problem solving, time management, adaptability, teamwork, budgeting, creativity
and innovation highlights my potentials to excel in various professional situations.
EMOTIONAL CONTROL: I am able to manage my emotions well in many situations in my
workplace. Nevertheless, I am open to learning more and more strategies to further manage and
control my emotions especially when it has to do with contemporary leadership.
MOTIVATION AT WORK: Here, I am focused on development, purpose, control,
achievement and interaction. I put more time and effort into work, hence, I grab every
opportunity before me that can lead me to further developing myself. I am always of high spirit
working in a highly valued work environment. I am also energetic in organizing my work to my
timescale especially in an environment where I am appreciated.
Want to keep
