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 Based on the proposal1
RUNNING HEAD: Leadership

EFFECTIVE LEADERSHIP IN TODAY’S DIGITAL WORLD

Effective Leadership in Today’s Digital World
Instructor
Institution
Course
Date

Leadership
Effective Leadership in Today’s Digital World
In the current digital era, technological changes have influenced leadership effectiveness in various ways. Thus, the understanding of effective leadership within the digitalized world or culture revolves around leaders having the power to inspire, encourage, engage and lead others with clarity and optimism (Hensellek, 2020). As a result, the need for effective leadership remains as maintaining focus on building leadership communication skills, encouraging autonomy among team members, and identifying objectives. Salvetti & Bertagni (2020) reveal that corporate leaders operating under the wave of digital transformation are enhancing their effectiveness through digitalized teamwork, start-up cultures, and matrix management.
In this topic proposal, the intended study issue to address is the adaptability to handle pressure and constant changes and taking decisions with agility. The effectiveness of digital-based leadership enables a leader to avoid losing the significance of various projects via faults. According to Salvetti & Bertagni (2020), the roles of young leaders in the current complicated and digitalized leadership settings need more agile models or teams to cultivate a dynamic mindset that can promote digitalized collaborative partnerships and effectiveness.
Leadership and technology are the general areas of study within which the research falls. This area has rich sources of the current state of knowledge and dominates the current global debates. For instance, the current research by Kane et al. (2019) shows that digital transformation requires influential leaders to think like innovators to avoid failures. Innovative leadership allows employees or followers to attempt new things and adjust to technological changes. Thus, the best effective leadership needed for the current digital disruption era allows a leader to understand the past leadership challenges toward gleaning the learned lessons (Kane et al., 2019). An exemplary blend of leaders possessing the core skills based on past insights, but with the agile mindset and digital savvy forms leadership that offers the changes needed by people.

References
Hensellek, S. (2020). Digital leadership: A framework for successful leadership in the digital age. Journal of Media Management and Entrepreneurship (JMME), 2(1), 55-69.
Kane, G. C., Phillips, A. N., Copulsky, J., & Andrus, G. (2019). How digital leadership is (n’t) different. MIT Sloan Management Review, 60(3), 34-39.
Salvetti, F., & Bertagni, B. (2020). Leadership 5.0: An Agile Mindset for, 2(13).Literature Review Explanation & Layout

Definition: A literature review is an objective, critical summary of published research literature

relevant to a topic under consideration for research. Its purpose is to create familiarity with

current thinking and research on a particular topic and may justify future research into a

previously overlooked or understudied area.

The standard review consists of the following components:

1. Introduction:

• A concise definition of a topic under consideration (this may be a descriptive or argumentative

thesis, or proposal), as well as the scope of the related literature being investigated. For

example: If the topic under consideration is ‘wartime diaries’, the scope of the review may be

limited to published or unpublished works, works in English, works from a particular location,

time period, or conflict, etc.)

• The introduction should also note intentional exclusions. (Example: “This review will not

explore the diaries of a particular group of people.”)

• Another purpose of the introduction is to state the general findings of the review (what do most

of the sources conclude), and comment on the availability of sources in the subject area.

2. Main Body:

• There are many ways to organize the evaluation of the sources. Chronological and theme

based approaches are each useful examples.

• Each work should be critically summarized and evaluated for its premise, methodology, and

conclusion. It is as important to address inconsistencies, omissions, and errors, as it is to

identify accuracy, depth, and relevance.

• Use logical connections and transitions to connect sources.

3. Conclusion

• The conclusion summarizes the key findings of the review in general terms. Notable

commonalities between works, whether favourable or not, may be included here.

• This section is the reviewer’s opportunity to justify a research proposal. Therefore, the idea

should be clearly re-stated and supported according to the findings of the review.

4. References

• As well as accurate in-text citations, a literature review must contain complete and correct

citations for every source.34 MIT SLOAN MANAGEMENT REVIEW SPRING 2019 SLOANREVIEW.MIT.EDU

L E A D I N G D I G I T A L C H A N G E : S K I L L B U I L D I N G

How Digital
Leadership Is(n’t)
Different

Leaders must blend traditional and new skills to
effectively guide their organizations into the future.
BY GERALD C. KANE, ANH NGUYEN PHILLIPS,
JONATHAN COPULSKY, AND GARTH ANDRUS

W
hen describing the new digital reality for organizations,

people tend to fall into two camps. Some argue that the

future will be more like the past than not, agreeing with

the sentiment, “Those who cannot remember the past are

condemned to repeat it.”1 Others think the future will be

more novel, believing, “No one can possibly know what is

about to happen: It is happening, each time, for the first

time, for the only time.”2

Either way you look at it, as organizations seek their

footing in a turbulent business environment, they require

strong leaders at the helm. Senior leaders must not only articulate a vision people can rally around but also

create the conditions that enable digital maturity, attracting the best talent and bringing out the best in the

talent they attract. The rapid changes associated with digital disruption can be disorienting, so many of us

assume the leadership handbook must be completely rewritten for the digital age. Is this true? Or are greater

and greater levels of uncertainty causing us to neglect the essentials? Is it possible the leadership challenges

of the digital world are more the same than different but we are overly focused on what’s different because

we are so alarmed by the threats to the status quo?

There is something to be said for both arguments. Over the past five years, in a joint research project with

MIT Sloan Management Review and Deloitte, we have studied how business and leadership are changing as

a result of digital disruption. (See “About the Research,” p. 36.) We have found that while many core leader-

ship skills remain the same, the particular demands of digital disruption call for certain new skills as well.

SPRING 2019 MIT SLOAN MANAGEMENT REVIEW 35PLEASE NOTE THAT GRAY AREAS REFLECT ARTWORK THAT HAS BEEN INTENTIONALLY REMOVED.
THE SUBSTANTIVE CONTENT OF THE ARTICLE APPEARS AS ORIGINALLY PUBLISHED.

Here, we will explore which are which and what we

can learn from organizations that are digitally

maturing — that is, those that have been transformed

by digital technologies and capabilities that improve

processes, engage talent across the organization, and

drive new value-generating business models.

What Makes Digital
Leadership Different
Leaders face new challenges as a result of digital dis-

ruption. The biggest changes respondents cited in

our research are the increased pace of doing busi-

ness, the shift in organizational culture (and the

corresponding tensions between “change makers”

and employees with a traditional mindset), the need

for a fICELW Paper—Leadership 5.0: An Agile Mindset for a Digital Future

Leadership 5.0:

An Agile Mindset for a Digital Future

https://doi.org/10.3991/ijac.v13i2.17033

Fernando Salvetti(*), Barbara Bertagni
Centro Studi Logos, Turin, Italy – Logosnet, Lugano, Switzerland and Houston, TX, USA

[email protected]

Abstract—This article is about a program aimed at fostering an agile
mindset in young corporate leaders (under 40 years old) working in the energy
sector, who are expected to be effective leaders in an ever more digitalized
world; the program has been co-designed with Eni Corporate University (Milan
and Rome, Italy) on behalf of the World Economic Forum (Davos and Geneva,
Switzerland). Digital transformation is not only about technology. It is also
mainly enabled by leadership that is grounded in 3 pillars: teamwork, start-up
culture, and matrix management. Hot topics and key activities include: a
business game for launching a new cryptocurrency; scenario analysis and
immersive simulation within a mixed reality environment (e-REAL); online
keynotes by seasoned faculty from Harvard, MIT and Stanford with moderated
Q&A sessions to facilitate an interactive dialogue; a collaborative platform to
enhance online learning and bridge between modules.

Keywords—Leadership Development, Agile Mindset, Digital Revolution

1 The Vision Behind the Program, Its Architecture and Main
Pillars

“Leadership 5.0: An Agile Mindset for a Digital Future” is a program co-designed
with the corporate university of Eni (Milan and Rome, Italy) on behalf of the World
Economic Forum (Davos and Geneva, Switzerland) and in collaboration with select
corporations in the energy sector. The kick-off is imminent.

Leadership 5.0 is intended to be a one-of-a-kind program aimed at young leaders
from the participating companies, and designed to provide a transformative
experience based on tailored activities.

Young leaders are intended to be persons with managerial responsibilities, both in
core business units and staff functions. They are:

─ High potential leaders aged 40 or under.
─ Currently in a managerial role – i.e., they have direct supervisory responsibility.
─ Located in the core business area or a staff/support function.

iJAC ‒ Vol. 13, No. 2, 2020 57

ICELW Paper—Leadership 5.0: An Agile Mindset for a Digital Future

─ Qualified by a strong performance record – likely to be in the top 15% of their peer
group.

─ Strong potential to progress into a larger and/or more complex role within the next
three years.

─ Fluent in English, likely to be degree-level educated.

Figure 1 features the program’s overall architecture. Figure 2 summarizes the key
topics and pillars around which the program was designed.

Fig. 1. Program’s architecture

Fig. 2. Program’s key topics and pillars

In particular, the key topics are: industry 4.0; agile management models for
organizing work, as well as motivating and engaging coworkers; ana




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