LEADERSHIP IN THE DIGITAL ERA. THE NEW GENERATION OF LEADERS
Autor (i): Abrudan Denisa, Daianu Dana Codruta
JEL: J24, L26, M15
Cuvinte cheie: leadership, digital era, creative economy, shared economy, new leader
Abstract:
Today, the changes that remodel the leadership of companies are technology, access to information through the Internet, transition from creative economy to shared economy (eg. AirBnB, Uber, Facebook, eBay, Amazon, AliBaba etc.), organizational forms of companies lesser hierarchies, the ability to learn how to learn, unlearn and relearn in a holistic, integrated and trans-disciplinary manner. In the digital era, the role of the leader is defined by: his contribution to an organization that makes knowledge the raw material, open attitude, and the ability to understand and anticipate the impact of the latest technology on the various industries and operating ecosystems of the company (from big data and cloud computing to artificial and augmented intelligence), knowing the limits of your own competences, and expanding the field of knowledge through consultation with relevant colleagues and experts. Conscious of its own limits, the leader opens to the community and forgets the traditional leadership model. According to new studies by industry specialists, digital leaders are more innovative, more enterprising, more daring, more extrovert and more agile in addressing business opportunities than traditional ones. In order to have a competitive advantage, organizations today have to create structures capable of anticipating the evolution trends and the structural and content changes of the market on which they operate and these cannot be achieved without reconfiguring the way one thinks and does business. Digital technology will play an important role in our lives and companies. The rise of the digital era does not necessarily mean the fall of leadership in general, but an important reformulation of the one we know. More and more we will need people with vision, skill magnets, dream projectors, and conscious experts. We will need talent, new organizational architects, new leaders. The present paper aims to bring arguments in this respect using recent study data.
Today, the changes that remodel the leadership of companies are technology, access to information through the Internet, transition from creative economy to shared economy (eg. AirBnB, Uber, Facebook, eBay, Amazon, AliBaba etc.), organizational forms of companies lesser hierarchies, the ability to learn how to learn, unlearn and relearn in a holistic, integrated and trans-disciplinary manner. In the digital era, the role of the leader is defined by: his contribution to an organization that makes knowledge the raw material, open attitude, and the ability to understand and anticipate the impact of the latest technology on the various industries and operating ecosystems of the company (from big data and cloud computing to artificial and augmented intelligence), knowing the limits of your own competences, and expanding the field of knowledge through consultation with relevant colleagues and experts. Conscious of its own limits, the leader opens to the community and forgets the traditional leadership model. According to new studies by industry specialists, digital leaders are more innovative, more enterprising, more daring, more extrovert and more agile in addressing business opportunities than traditional ones. In order to have a competitive advantage, organizations today have to create structures capable of anticipating the evolution trends and the structural and content changes of the market on which they operate and these cannot be achieved without reconfiguring the way one thinks and does business. Digital technology will play an important role in our lives and companies. The rise of the digital era does not necessarily mean the fall of leadership in general, but an important reformulation of the one we know. More and more we will need people with vision, skill magnets, dream projectors, and conscious experts. We will need talent, new organizational architects, new leaders. The present paper aims to bring arguments in this respect using recent study data.
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