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Open Access
Article
Publication date: 17 April 2023

Jestine Philip, Katharina Gilli and Michael Knappstein

Even with the recognized impact organizational leaders have on the outcome of digital transformation (DT), a comprehensive scholarly understanding of the competencies that leaders…

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Abstract

Purpose

Even with the recognized impact organizational leaders have on the outcome of digital transformation (DT), a comprehensive scholarly understanding of the competencies that leaders must possess to lead a DT to success is lacking.

Design/methodology/approach

To derive and list the competencies considered by experts as necessary for managing DT, the authors recruited 18 international senior managers with relevant experience and applied the Delphi method to survey the managers. Upon the completion of three survey rounds and the authors modifying the response list until consensus was reached, 39 items were shortlisted as constituting key competencies for managing DT. Furthermore, the authors engaged in inductive theorizing to derive propositional statements using these findings.

Findings

The practitioners agreed on visionary thinking, agility, understanding the value of data, data-driven decision-making, knowledge of strategy and accepting change as the most important requirements for managing DT. Through inductive theorizing, the authors further derived that the seven discovered clusters fell into two broader competencies – behavioral and strategic – and that each behavioral competency would have varying importance depending on the country and industry that the organization operates in.

Research limitations/implications

As is typical for Delphi studies that involve multiple survey rounds, the study participant response rate was moderate. The implications of this study, in finding that a variety of leadership competencies are needed to ensure successful DT, validate prior research that people, not technology, drive DT.

Practical implications

This study helps mitigate assumptions that successful DT processes are only possible by hiring technological experts, as doing so highlights the importance of behavioral leadership competencies.

Originality/value

The study is one of the first to interlink digital leadership with DT by inductively theorizing behavioral and strategic competencies. The authors also establish that contexts are vital in determining which aspects of leadership competencies are deemed most important in driving DT.

Details

Leadership & Organization Development Journal, vol. 44 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 7 July 2023

David Holger Schmidt, Dirk van Dierendonck and Ulrike Weber

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted…

6469

Abstract

Purpose

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.

Design/methodology/approach

This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.

Findings

The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.

Research limitations/implications

This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.

Practical implications

The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.

Originality/value

This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.

Details

Journal of Management Development, vol. 42 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 21 July 2022

Mohd. Nishat Faisal, Abdulla Abdulaziz Al Subaie, Lamay Bin Sabir and Khurram Jahangir Sharif

Effective leaders have emerged as the cornerstone of project success. The major purpose of this paper is to propose a framework to categorize and prioritize leadership…

Abstract

Purpose

Effective leaders have emerged as the cornerstone of project success. The major purpose of this paper is to propose a framework to categorize and prioritize leadership competencies for project managers in megaprojects.

Design/methodology/approach

In the first stage, this study utilizes PMBOK 6th Edition, IPMA ICB 4.0 frameworks to develop a hierarchy-based four clusters of leadership competencies. In the second stage, a Fuzzy-AHP (Analytic Hierarchy Process) approach was employed to prioritize the leadership competencies for an organization dealing in megaprojects. Finally, using ordinal priority approach (OPA), the results of Fuzzy-AHP method are validated.

Findings

Based on PMBOK, IPMA and literature, the proposed framework deduced twenty-four leadership competencies and grouped them in four clusters. The Fuzzy-AHP results indicate that among clusters, people competencies cluster is ranked most important, followed by perspective, practice, and innovation competencies. Considering the sub-categories and global weights, culture/values, governance, interpersonal skills, and development and growth emerged as the most important leadership competencies. The results from OPA corroborate the findings of Fuzzy-AHP method.

Practical implications

Megaprojects are characterized by massive investments and extensive economic and social impact. The proposed framework would be an important aid for policymakers to develop suitable strategies and programs to inculcate leadership competencies that would lead to successful project managers and improved project performance.

Originality/value

The need for this research stems from the need to integrate popular project management frameworks in leadership competencies development in project based organizations. The proposed integrated framework, based on PMBOK 6th Edition and IPMA ICB 4.0 competency frameworks, is an original contribution to understand and prioritize leadership competencies for megaproject success.

Details

Benchmarking: An International Journal, vol. 30 no. 9
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 3 January 2022

Md Karim Rabiul, Faridahwati Mohd Shamsudin, Tan Fee Yean and Ataul Karim Patwary

This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees'…

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Abstract

Purpose

This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.

Design/methodology/approach

Cross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.

Findings

Results of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.

Practical implications

Hoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.

Originality/value

This study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

Details

Journal of Hospitality and Tourism Insights, vol. 6 no. 2
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 22 April 2022

Teck-Yong Eng, Kholoud Mohsen and Lin-Chih Wu

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing…

1419

Abstract

Purpose

The present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing innovative capability.

Design/methodology/approach

Drawing primarily on the knowledge-based and dynamic capabilities view theory, the present study explored supply chains of a large global apparel company and their effect on innovative capability through a mixed methods approach.

Findings

The results show that transformational leaders strongly influence the development of ambidexterity and enhance radical innovative capability through wireless IT competency.

Research limitations/implications

The results of this study suggest that supply chain integration through transformational leadership and wireless IT competency can promote simultaneous exploration and exploitation to enhance innovation.

Practical implications

The growth of cloud and/or virtual supply chains facilitated by digital wireless communications and Internet technology is advancing logistics and supply chain innovations. With increasing global competition, digitalized supply chains and ever-growing environmental uncertainty, leadership traits, especially transformational leadership and ambidextrous leaders, can be major contributing factors for successful development of wireless IT competency to support innovative capability.

Originality/value

Wireless IT competency facilitates knowledge integration particularly for combining prior internal knowledge of exploitative innovation with new external knowledge to develop explorative innovation.

Details

Information Technology & People, vol. 36 no. 3
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 12 January 2024

Nelly Nelly, Harjanto Prabowo, Agustinus Bandur and Elidjen Elidjen

The major purpose of this paper is to examine the mediating role of job competency in the effect of transformational leadership to performance of university lecturers. This…

Abstract

Purpose

The major purpose of this paper is to examine the mediating role of job competency in the effect of transformational leadership to performance of university lecturers. This article also attempts to examine the direct effect of transformational leadership on job competency and lecturer performance.

Design/methodology/approach

For the purpose of the study, quantitative research was applied by conducting an empirical survey with the active participation of 223 lecturers. The survey was conducted in ten high-ranked private universities in Jakarta, Indonesia. Structural equation modeling (SEM) was employed for the measurement and structural model analyses.

Findings

The results reveal that the effect of transformational leadership on lecturer performance is expressed only by indirect effect (through lecturer competency). Even though transformational leadership has a positive direct effect on lecturer performance, it is not statistically significant. This paper highlights the crucial role of lecturer competency in the performance of academic scholars. The findings suggest transformational leadership is fundamental in fostering competencies, which, in turn, improve the work performance of university lecturers.

Originality/value

This study makes significant contributions to the understanding of the interaction between transformational leadership and performance in higher education, and the statistical significance of lecturer work competency in mediating this relationship. The results of this study provide a snapshot of the contextual mechanism linking transformational leadership and lecturer performance.

Details

International Journal of Educational Management, vol. 38 no. 2
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 3 January 2023

Emily K. Talley and R. Bruce Hull

This paper aims to offer a case study for teaching specific systems thinking competencies that promote leadership for systems change. It uses leadership as a novel way to identify…

Abstract

Purpose

This paper aims to offer a case study for teaching specific systems thinking competencies that promote leadership for systems change. It uses leadership as a novel way to identify and organize systems thinking competencies that are important for successful multistakeholder collaboration.

Design/methodology/approach

Qualitative and quantitative approaches were used to assess learning outcomes across four cohorts of graduate students – with approximately 30 students per cohort – from 2017 to 2020 in the USA. The study examined a one-month-long assignment, out of a year-long program, that focuses on systems leadership for climate change.

Findings

Our findings demonstrate that higher education programs can successfully build these competencies in sustainability students and professionals. Our pedagogical approach enhances students’ systems thinking and leadership competencies.

Originality/value

We advance the understanding and teaching of systems thinking by integrating it with the direction, alignment and commitment model of leadership. Reframing systems thinking through the lens of leadership offers an important innovation and focus to the theory of systems thinking, and the pedagogy of building competencies sustainability professionals need.

Details

International Journal of Sustainability in Higher Education, vol. 24 no. 5
Type: Research Article
ISSN: 1467-6370

Keywords

Article
Publication date: 7 August 2023

Guorong Zhu, Lan Wang and Douglas T. Hall

This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental…

Abstract

Purpose

This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.

Design/methodology/approach

By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.

Findings

This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.

Originality/value

By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.

Details

International Journal of Manpower, vol. 44 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 16 March 2022

Paula Cristina Nunes Figueiredo, Maria José Sousa and Eduardo Tomé

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

Abstract

Purpose

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

Design/methodology/approach

The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences.

Findings

Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness.

Originality/value

The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.

Details

European Journal of Training and Development, vol. 47 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 20 April 2023

Ştefan Cătălin Popa, Simona Cătălina Ştefan, Ana Alexandra Olariu, Cătălina-Florentina Popa and Marius Ioan Pantea

Organizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better…

Abstract

Purpose

Organizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better understanding of organizational goals. This study aims to analyze the influence of two individual factors on OC: (1) the competencies of employees and (2) perceived leadership behavior. The study also focuses on how the relationship between individual factors and OC differs between public and private organizations.

Design/methodology/approach

In this study, data were collected through a survey, and a structural equation modeling approach, partial least squares structural equation modeling, was used to highlight the proposed direct, mediated and moderated relationships. The sample comprises 1,284 respondents, representing both public and private sector organizations.

Findings

Based on the results, the employees' competencies positively and significantly influence the hierarchical and market orientation of OC. Additionally, the perceived leadership behavior positively and significantly influences the adoption of all four types of cultural characteristics (i.e. clan, adhocracy, market and hierarchy).

Practical implications

The results are of great benefit to organizations who may become more aware that employees' skills and how employees perceive leadership behavior can significantly influence OC.

Originality/value

These findings make an important contribution to understanding how the characteristics of each type of OC can be influenced by certain behaviors, skills and perceptions and how those relationships may be shaped by the organization's ownership.

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