leadership in digital age 2

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COURSEWORK COVER PAGE Module Number: LD7090 Module Title: Leadership in a Digital Age Module Tutor Name: * delete as appropriate Abdul Salih [AS], Bilal Hassan [BH], Zainab Ibrahim [ZI], Hamid Jahankhani [HJ], Dilek Celik [DC], Nasr Abosata [NA] Coursework Title: Assignment Student Name: Student ID: Program of Study: * delete as appropriate MSc Artificial Intelligence [AI] MSc Big Data & Data Science Tech [BD] / MSc Computing & Tech [CT]/ MSc Cyber Sec Tech [CST]/ MSc Tech for Sustainable Cities [TSC] / Word count: Declaration I confirm that this assessment is my own work and that I have duly acknowledged and correctly referenced the work of others. I am aware of and understand that any breaches to the Code of Academic Conduct will be investigated and sanctioned in accordance with the Academic Conduct Regulation. Your signature: Date: Total words: 4180 Executive summary Modern organizations face several issues as a result of a digital revolution. This article consists of
four parts that provide a succinct report on the conduct of leadership in the digital era, aiming to enhance understanding on the topic. Section 1 examines several leadership theories in relation to digital leadership. Additionally, a self-evaluation is provided based on the exam outcomes. Section 2 examines the utilization of leadership competencies and behaviors in overseeing teams that are spread across different geographical locations. This part also encompasses ethical issues. Section 3 offers valuable perspectives on the process of converting a current problem into a significant entity with long-term implications. The fourth segment is responsible for supervising the development of individual goals and objectives to enhance one's professional trajectory. Table of Contents Executive summary ............................................................................................................................................. 2 Introduction ......................................................................................................................................................... 3 Section 1: self- analysis ....................................................................................................................................... 3 1.1 critical review ............................................................................................................................................ 3 1.2 test results .................................................................................................................................................. 6 Section 2: leadership, capabilities and behaviors ................................................................................................. 6 2.1 “Introduction” ............................................................................................................................................ 6 2.2 “Challenges” .............................................................................................................................................. 7 2.3 “Application of Leadership Behaviors and Capabilities” .......................................................................... 7 2.4 Legal, Ethical, and social responsibilities of digital leaders ....................................................................... 8 Section 4: Digital Transformation ....................................................................................................................... 9 4.1 Identification and Evaluation of a Contemporary Issue ............................................................................. 9 4.2 Strategies for Digital Transformation and Resources Required ............................................................... 10 Emerging Technologies: ............................................................................................................................ 10 Required Resources: .................................................................................................................................. 10 Benefits for the Organization: .................................................................................................................... 10 “Section 5: Personal Development Plan” .......................................................................................................... 11 5.1 “Stage 1- Personal analysis” .................................................................................................................... 11 5.2 “Stage 2- Setting Goals” .......................................................................................................................... 11 5.3 “Stage 3- Personal objectives” ................................................................................................................. 12 Introduction The emergence of the digital era has transformed the perspective of leaders and managers about management and organizational performances. Digital leadership refers to the intentional and
strategic use of the assets of a company to achieve certain goals. This may be encountered at both the individual and organizational levels. Competent leaders consistently possess a keen understanding of the organization's objectives and has the ability to strategically man oeuvre their duties in order to get the intended organizational results. In order to enhance understanding of this subject, this paper will examine many pertinent entities in the realm of digital technological leadership. The report will be divided into four parts. Section 1: self- analysis 1.1 critical review These theories will elucidate the mechanisms and rationales for the emergence of certain persons as leaders in the context of digital leadership. The trait hypothesis posits that certain leadership attributes might enable a person to become an efficacious leader. The discovered qualities are compared to those of prospective leaders in order to assess their likelihood of successful leadership. Researchers studying this hypothesis concentrate on one's physiological characteristics, Examples of physical attributes include measurements such as height as well as weight, whereas demographic elements include characteristics such as generation and educational attainment (DERUE, 2011). Additionally, it places emphasis on familial heritage and intellectual capacity, which involves the ability to make sound judgements, possess extensive information, and exhibit decisive behavior. In the era of digitalization, possessing good leadership qualities is crucial for the success of an organization. When applying this theory to the criteria of digital leadership, it becomes evident that a leader must possess the ability to take proactive and reactive actions when confronted with organizational issues. Hence, digital leaders have the ability to use the available technology in order to cultivate proficient communication characteristics that augment the bond with workers and promote staff empowerment. The contingency theory focuses on specific elements inside a given context that define the most successful leadership style for that particular circumstance (Sharma, 2015). It is founded on a philosophy that supersedes a certain leadership style and can be used to all circumstances. Hence, this paradigm posits that successful leadership is attained by integrating a basic variable. Digital leadership also encompasses the notion that successful leadership constantly achieves a harmonious equilibrium between requirements, behaviors, and surroundings. Leaders in the digital should possess the requisite traits and competencies to effectively address the current circumstances and meet the requirements of their followers. A variable is a symbol that represents a value or a quantity that may change in a programmed or mathematical equation.
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Technological leadership requires a leader to possess experience in technology, allowing them to use inventive, cognitive, and social skills in many situations. The behavioral paradigm emphasizes the leaders' conduct and deeds rather than their inherent characteristics (Blickle, 2013). It implies that the primary factors contributing to good leadership are the acquisition of several learnt abilities. Leaders must possess fundamental cognitive, interpersonal, and technical skills in order to proficiently lead their constituents. These attributes are crucial for effective the use of technology as well. The boss's conceptual abilities enable them to generate innovative ideas that enhance the organization's efficiency and effectiveness. In the rapidly evolving digital age, those who work in the digital domain must have a proactive attitude towards exploring new technologies and show the ability to effectively conceptualize ideas, therefore developing a digital workplace. This promotes the introduction of employees into an atmosphere that places a high emphasis on innovation. A virtual leader who has exceptional conceptualization abilities is additionally recognized as a take risks, since pursuing the goal of innovation requires the willingness to take calculated risks. Human skills pertain to a leader's ability to effectively interact with their subordinates. The leader has technical aptitude, which encompasses their comprehension of several leadership styles and methodologies. The situational principle posits that no one management style is inherently better to another. Therefore, the leadership style is dependent on the current conditions or environment. Leaders must tailor their leadership styles to the particular situation by evaluating crucial elements such as the attributes of those who follow them plus the nature of the duties involved (Thompson, 2015). Digital leaders must use a leadership style that corresponds to the level of sophistication shown by those they supervise. This motivates them to develop into inclusive leaders. This signifies that digital managers must see those who follow them as their most precious assets, rather than only perceiving them as numerical entities inside the organisational workforce. In addition, leaders must consistently engage their adherents in their leadership. This may be accomplished by actively reacting to their input or by delegating additional responsibility to them. According to the philosophy of great man, leaders possess innate qualities and attributes that make them suitable for leadership (Raelin, 2015). These attributes include self-assurance, charm, intelligence, interpersonal abilities, and effective communication abilities. According to the concept, leadership potential is inherent. The notion further defines a leader as someone who is renowned, brave, and predestined to take on leadership duties when the opportunity or conditions arise. Given the notion of online leadership, it is evident that the specified traits and abilities may be directly put
into practice. For example, a digital leader who has strong social skills is able to engage, communicate, and cooperate successfully with teams. According to the great man hypothesis, confidence is a necessary quality for digital leadership. It involves having a strong belief in one's own abilities and capabilities. A digital leader must possess a strong feeling of confidence and self-worth, since these qualities are crucial for attaining ambitious objectives and embracing risk-taking. In the realm of digital leadership, confidence is crucial as it enables a leader to directly and promptly address organizational issues and difficulties, rather than avoiding, delaying, or delegating the task to others (Sidereal, 2018). Based on the charismatic component, digital leaders should possess remarkable qualities such as being engaging, trustworthy, aggressive, and inspirational. Regarding intelligence, there is a general agreement that it is connected to leadership. The influence on digital leadership is enhanced when leaders possess high levels of intelligence, as they demonstrate self-awareness, effectively guide team members towards using their talents, actively listen and acquire knowledge, strategically plan, inspire, foster alliances, and exhibit respect towards their followers. The core principle of transactional coaching is that a leader gives instructions to followers or members of the team and employs various penalties and incentives to either discipline or acknowledge their task performs (Dartey, 2015, p.99). Therefore, this approach is quite prescriptive. By embracing this digital leadership strategy, leaders may effectively eradicate ambiguity and speculation among followers, since the expectations and duties are well defined. Charted. According to Xu (2019, p.2284), this model of digital leadership offers several advantages. Firstly, it effectively motivates team members to maximize productivity. Secondly, it establishes achievable goals for individuals by providing clear endpoints in the overall organizational structure. Lastly, it eliminates confusion in the chain of command. Implementing this procedure is straightforward, since it does not need a leader to possess emotional intelligence or undergo considerable training. The only requirement is for the leader to act as an enforcer of regulations. A leader undergoing digital transformation must demonstrate qualities that enable them to foresee potential risks and advantages, and readily embrace disruption by adjusting to the evolving digital landscape. The key characteristics that contribute to the success of leaders in the realm of digital leadership include being neophiliacs, which involves having a strong curiosity and a drive to explore, being innovative and focused on creating new solutions, forming teams that are resilient in the face of challenges, and effectively applying their technical skills to achieve organizational outcomes.
1.2 test results Managerial Skills Test Results: Strengths Weaknesses Understanding roles Working independently Encouraging motivation Building team confidence Coaching abilities Working together Face-to-face meetings Staying composed Personality Insight Test Results: Strengths Weaknesses Friendliness Managing emotions Being organized Outgoing nature Open-mindedness Temperament Test Results: Strengths Weaknesses Reserved demeanor Logical decision-making Gut feelings and instincts Planning ahead Understanding others' views Speaking up about opinions Sensitivity Self-centeredness Work Culture Test Results: Strengths Weaknesses Thriving in a fast-paced environment Thriving in a closely-knit work setting Adaptability in uncertain situations Decision-making through agreement Driven to compete Overly structured processes Focused on achieving goals Section 2: leadership, capabilities and behaviors 2.1 “Introduction” Almost every organization now considers digital leadership to be a crucial strategic concern. It promotes collaboration among managers, leaders, workers, and followers, who are located in different geographical locations, to work together in teams. When embarking on a new project, corporations often gather a group of specialists and distribute them across many sites. This section presents a research study focused on regionally scattered teams inside SAP Company. This corporation is a software enterprise that bears the distinction of being the biggest inter-enterprise in the world. The cooperation of the geographically separated teams is
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essential for the company's performance, given its workforce of over 35,000 people across 60 countries (Maedche, 2012). The enterprise has enhanced the efficiency of its online teams by adopting a team-building initiative in partnership with a consulting firm that specializes in organizational development. Nevertheless, overseeing these teams has been a difficulty for the company's operations. Staff, executives, and supervisors. These intricacies include both inter-organizational and inter-cultural issues. Hence, this part delves into these concerns and formulates recommendations centered on the leadership behaviors and talents that would facilitate efficient leadership of the company's staff. 2.2 “Challenges” The number of distributed groups in SAP is not predetermined or fixed, but rather a component of the company's organizational architecture that may be adjusted and modified. Managers should consider the many benefits and drawbacks of the business while making such assessments. Collaboration among teams that are spread out is more challenging than in a situation where teams are physically stationed together. The obstacles faced by the organization's virtual teams include difficulty in communication, coordination, decreased trust, and a notable rise in the inability to establish uniformity (Levasseur, 2012, p.213). Frequent encounters with co-workers consistently enhance sentiments of affection and familiarity, whereas informal interactions further develop social bonds. In contrast, dispersion reduces affinity and intimacy, hence leading to substantial conflict possibilities. The company's geographical dispersion necessitates team members to navigate several time zones, leading to the need for a restructuring of their employment schedule to match the schedules of others. Under such circumstances, there might be a state of perplexity and annoyance, particularly if colleagues are consistently inaccessible for the purpose of seeking explanation or engaging in discussions about software development matters. 2.3 “Application of Leadership Behaviors and Capabilities” The geographical dispersion of teams affects the design of management structures that are intended to oversee these teams throughout their deployment. The team leadership in a scattered context fulfills many roles within the team. Their main responsibility is converting the team individuals into a unified unit and continuously monitoring and managing the team's performances. Another essential leadership trait is the capacity to align the project's goals and prevent any conflicts between team members' other obligations (Panteli, 2019, p.2). Furthermore, a leader's proficiency in problem-solving is crucial for implementing effective conflict resolution strategies to prevent disputes among team members. One way to use social skills is by periodically visiting the separated team members to stay in touch and assess their performance and well-being. Leaders must use their strategic ability to precisely define the function of distributed teams, which is of utmost importance. Project managers are required to fulfill the roles of managers and leaders by carrying out all project management processes. Leaders have the responsibility of overseeing project start procedures, facilitating effective communication, managing risks, creating goals and strategies, and encouraging team members involved in software development projects. The relevance of role aware and self-awareness lies in the fact that
leaders in the organization need to address personal challenges such as reduced interpersonal communication, feelings of separation, and conflicts between different work units due to their responsibilities (CUMMINGS, 2012). The leader's collaborative conduct in conflict management is essential for enhancing the effectiveness of distributed teams in the SAP. Therefore, engaging in collaborative conflict management results in the group members actively participating in the process of making decisions. Implementing organized project status as well as performance evaluations is recommended when overseeing geographically separated teams, as it also promotes individual self-management. Leaders may also acquire a politician-like characteristic that may seem unfavorable, yet using good political strategies may still be morally and ethically sound. Project managers may use this method to facilitate communication, garner project support, establish project reputations, and persuade stakeholders to align with the project's objectives. Another aspect highlights the need of collaborative skills. One of the main purposes of forming distributed teams is to use the expertise that is present in faraway regions. Many firms err by largely, if not only, selecting team members based on their experience and availability. In addition, managers must also take into account the importance of cooperation abilities, which are a crucial need for effective collaboration. It is impractical for an organization to bring together workers from various places and expect them to communicate successfully in a distributed setting (Hill, 2016). Leaders who demonstrate enhanced levels of patience and adaptability may effectively oversee distant teams. The leader's attitudes and actions establish the overall atmosphere for the other teams and impact their interactions and cooperation with each other. An adaptable and tolerant leader will take note of the following aspects in virtual teams: team members are located in different time zones, which results in varying schedules and potential difficulties in coordinating, communicating, and maintaining accountability. Additionally, some members may work part-time or full-time, further impacting their availability. The inconvenience of calling or scheduling video conferences is also influenced by the time differences between countries. Internet downtime may ultimately hinder the productivity of distributed teams, resulting in a technical failure. 2.4 Legal, Ethical, and social responsibilities of digital leaders SAP digital directors must conscientiously address ethical concerns while overseeing geographically distributed teams. Interactions between members may disrupt a straightforward hierarchy of authority. Thus, an electronic leader is compelled to uphold regulations that control the breach of communication standards. This pertains to the legal responsibilities of a digital leader, and it is crucial for every member of SAP's distributed team to fully understand the potential repercussions of violating these responsibilities. According to Mo (2019), digital leaders should prioritize minimizing the impact of one person's well-being on others, based on their social responsibilities. The activities that are impacted should therefore be constructive, such as when working together to accomplish a shared goal. To do this, a digital leader must consistently
Assessing the teams' advancement by monitoring their mental and physical health, and productivity levels. A digital leader ought to as well advocate for an ethical stance centered on confidentiality. Therefore, the leader should possess trustworthiness and serve as a personal confidant for the team members' concerns. Section 4: Digital Transformation Digital transformation involves the concept of changing organizational processes and models through the integration of technologies. It refers to comprehensive change that includes cultural, operational and organizational changes designed to improve efficiency, innovation and customer experience. It is essential for organisations to embrace digital transformation because it helps them to maintain their competitive edge in the quickly shifting world of today. 4.1 Identification and Evaluation of a Contemporary Issue The use of medical services is currently the most difficult problem in the medical industry. Embracing digital culture has the potential to ease this transition. Digital leadership plays an important role in the healthcare system by promoting the integration of technological advances into patient care (Huang, 2017) . This is achieved by improving accessibility, efficiency and the overall patient experience. Best medical practices can help digital leaders with remote communication, monitoring and diagnosis. Additionally, (Kichloo A, 2020) stated that the use of clinical data and artificial intelligence technology has the potential to improve medication prediction, medication therapy, and diagnostic accuracy. Advanced online environments in healthcare offer many advantages, such as securely sharing patient information, collaborating with others, and tracking information. Digital leaders are not only at the forefront of creating effective technology and consumer products, they are also at the forefront of healthcare management evolution: clean and tidy support. Research by (Huang, 2017) and (Kichloo A, 2020) suggest that healthcare companies can increase resource utilization as well as patient engagement and patient enjoyment by encouraging cultural change that welcomes digital innovation. Future plans and goals regarding digitalization in traditional medicine, the job of managers is often about overcoming obstacles such as bureaucratic red tape, concerns about cyber-attacks, and avoidance of change (Kichloo A, 2020) . For the healthcare industry to successfully implement digital transformation to increase visibility, efficiency and convenience in patient care, strong leadership, a creative culture and investment in digital assets are required.
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4.2 Strategies for Digital Transformation and Resources Required In the words of (Kichloo A, 2020) one technique for improving the distribution of healthcare is the development of telemedicine systems. These systems make it possible for distance assessments and diagnoses to be offered to people, regardless of where they are located. While at the same time making patients more accessible and interested, these strategies lessen the amount of psychological pressure that patients are experiencing because of their condition. Data analytics and machine learning should be adopted: According to (Wang, 2011) , artificial intelligence (AI) and analytical tools may be used to manage vast volumes of medical data, enhance the accuracy of diagnoses, anticipate prospective health problems, and even make it possible to treat oneself. Doctors may benefit from insights provided by AI-supported decision-making processes. Systems that are compatible with one another: (Adler-Milstein, 2017) state that digital health records (EHR) allow for data linking across providers while protecting privacy and safeguarding of patient information. Through teamwork, medical records are reduced and patients benefit from better continuity of treatment. Emerging Technologies: Wearables and the World Wide Web, or Internet of Things (IoT): By integrating these technologies into continuous patient care, we may gather and analyses real-time data to take preventative actions, remotely monitor and track patients, and more (Tokosi TO, 2017) . Patient engagement in health management is enhanced by wearable gadgets. Information security blockchain: Use blockchain technology for secure and immutable medical data storage and exchange to ensure data integrity and confidentiality (Mettler, 2016) . Blockchain supports transparent, secure data sharing while protecting patient privacy. Required Resources: Infrastructure investment: dedicating resources to good IT infrastructure to support digital health and ensure seamless connectivity (Adler-Milstein, 2017) . Appropriate hardware and software are the foundation of successful digital transformation. Skilled Workforce: Invest in the training and advancement of healthcare professionals to use digital tools and technology effectively (Huang, 2017) . Skilled employees are essential for optimizing digital solutions. Benefits for the Organization: Digital transformation in healthcare has provided many benefits, including improved patient outcomes, increased efficiency, cost savings through telemedicine services, reduced administrative burden, and greater resistance to treatment (Kichloo A, 2020) ; (Mettler, 2016) . Additionally, by
embracing digital transformation, healthcare organizations can stay competitive, attract talent, and adapt to patient needs in an increasingly digital world. “Section 5: Personal Development Plan” 5.1 “Stage 1- Personal analysis” The first component of my self-analysis thoroughly evaluated my achievements in digital managerial and leadership positions. Hence, I have deduced that my deficiencies pose the foremost danger to my professional trajectory, as shown by the exam outcomes. 5.2 “Stage 2- Setting Goals” Short Term Goals (Next 12 months): Goals Get better at talking with coworkers Expand my professional contacts Learn something new for work Set small goals to track my progress Be on time more often by managing time better Mid Term Goals (Next 2-3 years): Goals Make more work connections Show my own way of leading Aim to become a boss at a company Long Term Goals (Beyond 3 years): Goals Lead a bigger team and help newbies Aim for a higher job in the company Finish tasks faster and better Get better at talking and listening at work Be good at changing when the job needs it Get a certificate for my job skills
5.3 “Stage 3- Personal objectives” W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w E s t a b l C r e a t e P u b l i c S e l f - a P o s t 3
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w i s h a c a l i s t r e l a t i p p r a i s a 0 t h M a
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d i r e c t i , d e l e g n d i v i d u a y r e p o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n e e d e
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w u i l d i n g l l e a g u e m s e n i o a t i o n o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s , s e e k r m e m b e f c o n f i
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m e n t o r r s d e n c e l
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s h i p f r e v e l s
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w o m s e n i
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w o r s I m p D i s C o l S e l D a i
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r o v i n g c u s s d i l e a g u e s f - e v i d e l y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m e n t a l s l i k e s , , g y m n t i m p r
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w a n d p h y w o r k o u o v e m e n t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s i c a l h t , g e t i n h e a
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w e a l t h e n o u g h l t h
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r e s t a n
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d d i e t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w B e c o m e L e a r n t L e a d e r s I n f o r m a P o s t 3 0
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w t r u s t w o r u s t a t h i p s k i l a p p r a t h M a y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r t h y t r i b u t e l l s c o u i s a l , p
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s , s t a n r s e o s t - 3 0 t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d a s a h M a y r
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m o t i v a t e p o r t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w o r a n d
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r o l e m o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d e l M a n L e a P r o P r o P r o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w a g i n g p r n r i s k j e c t m a j e c t ' s j e c t ' s
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r o j e c t m a n a g e n a g e r ( s e n d s t e E n d
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r i s k s m e n t , u ) , r i s k p s a n d
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s e r e l e m a n a g e r i s k s m
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w v a n t t o m e n t t o a n a g e m e
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w o l s o l s n t L e a E m u D e p P e r P o s
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d e r s h i p l a t e s e a r t m e n t f o r m a n c t 3 0 t h
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s k i l l s n i o r s t h e a d s , e a p p r a M a y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w a f f , e n t e a m l i s a l , p
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w g a g e w i e a d e r s o s t - 3 0 t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w t h d e p a h M a y r
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r t m e n t e p o r t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w h e a d s ESSSD
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w f f e c t i v u p e r v i s e n i o r m e l f - a p p a i l y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w e c o m m u e j u n i o e m b e r s , r a i s a l ,
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n i c a t i o r s t a f f o n l i n e d a i l y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n s k i l l , t a k e s o c i o l c o m m u n i
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w so n l i n e o g y c o u c a t i o n
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w c o u r s e r s e s
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s S e l f - E x p r e S e n i o S e l f - P o s t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m o t i v a t s s i n t e r e m p l o a p p r a i s 3 0 t h M a
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w i o n r e s t i n y e e s a l , p o s y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w h i g h e r t - 3 0 t h
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m a n a g e M a y r e p
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m e n t p o o r t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s i t i o n
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s P r o f i A c q u i E n t i r M e n t o P o s t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w c i e n c y r e k n o w e m a n a g r s h i p p 3 0 t h M a
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w l e d g e o e m e n t , r o g r a m , y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n m a n a g l e a d e r s p o s t - 3
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w e m e n t , h i p l i t 0 t h M a y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w l e a d e r s e r a t u r r e p o r
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w h i p c o n et
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w c e p t s EUDFP
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w m o t i o n a n d e r s t a e p a r t m e o r m a l a o s t 3 0 t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w l i n t e l n d e m o t n t l e a d p p r a i s a h M a y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w l i g e n c e i o n a l d e r s l , p o s t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w e p t h s o - 3 0 t h M
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w f c o l l e a y r e p o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w a g u e s r t CDOSQ
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w r i t i c a l e v e l o p r g a n i z a e l f - e v i u a r t e r l
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w t h i n k i p r o b l e m t i o n l e d e n t c r y
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n g - s o l v i n a d e r s i t i c a l
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w g a p p r o t h i n k i n
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w a c h e s u g s k i l l
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s i n g l o s
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w g i c A d d L e a F i n S e l E n d
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w i t i o n a l r n t o p a n c i a l f - a p p r a o f P r o
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w p r o f e s r e p a r e o f f i c e i s a l , e j e c t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s i o n a l t h e o r g rn d o f t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w s k i l l s a n i z a t i h e p r o j
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w o n ’ s a n e c t
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w n u a l b u
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W h a t t o b e L e a r n e d W h a t t o b e D o n e S u p p o r t a n d R e s o u r c e s N e e d e d H o w S u c c e s s C a n B e M e a s u r e d T a r g e t D a t e f o r R e v i e w d g e t Conclusion
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Across the globe, executives of different organizations have begun to embrace the digital revolution. Hence, this research, which consists of four parts, elucidates the different entities inside the realm of digital leadership. The first phase of the study focuses on self-analysis and compares several leadership theories, including the trait theory, behavioral theory, and contingency theory. The prerequisites for digital leadership. The subsequent segment has elucidated several leadership behaviors and their application in virtual teams inside SAP Company. The final portion of the discussion focuses on the modern challenge of leadership decision making, using insights from numerous literary works. The fourth component recognizes that in order to have a successful career in management, it is essential to construct a personal development plan to achieve personal goals. References Abbasi, S. &. (2012). Corporate social responsibility and sustainability in Swedish small and medium-sized enterprises: a qualitative study. . Management of Environmental Quality: An International Journal, , 23(1), 82-100. Abraham, V. &. (2015). Authentic Leadership Style. . Intercontinental Journal of Marketing Research Review, , 3. Adler-Milstein. (2017). HITECH Act drove large gains in hospital electronic health record adoption. . Health Affairs, , 36(8), 1416-1422. Arastaman, G. &. (2022). Stressors faced by principals, ways of coping with stress and leadership experiences during the COVID-19 pandemic. International Journal of Educational Management , https://doi.org/10.1108/IJEM-09-2021-0361. Avolio, B. J. (2013). Transformational and charismatic leadership: The road ahead. . Emerald Group Publishing Limited. Bass, B. M. (2006). Transformational Leadership. Psychology Press. Bourenane, I. (2022). A Case Study about a School's Leaders in a Private School in Sharjah, UAE. Exploring Authentic Leadership Theory in Practice . Caldwell, C. (2018). Authentic Leadership and Building Trust. leadership styles . Dyess, S. &. (2011). Developing the Leadership Skills of New Graduates to Influence Practice Environments. 313-322. Huang, E. &. (2017). Artificial intelligence in medicine: Hype or reality? Health Data Science, , 1(1), 1-2. Kichloo A. (2020). Telemedicine, the current COVID-19 pandemic and the future: a narrative review and perspectives moving forward in the USA. . Fam Med Community Health. . Księżak, P. (2017). The Benefits from CSR for a Company and Society. . Journal of Corporate Responsibility and Leadership, , 3, 53. Mettler, M. (2016). Blockchain technology in healthcare: The revolution starts here. In Proceedings of the IEEE 18th International Conference on e-Health Networking, Applications and Services (Healthcom. IEEE , 1-3. Northouse, P. (2021). Leadership: Theory and practice. Sage Publications. Reich, R. W. (2011). The Impact of Transformational Leadership and Leader-Member. Exchange on Socialization in Mergers and Acquisitions . Tokosi TO, F. J. (2017). The Impact of mHealth Interventions on Breast Cancer Awareness and Screening: Systematic Review Protocol. . JMIR Res Protoc. . Walumbwa, F. O. (2019). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, , 94(5), 1275-1286. Wang, G. O.-S. (2011). Transformational Leadership and Performance Across Criteria and Levels: A Meta- Analytic Review of 25 Years of Research. . Group & Organization Management, , 36, 223-270. Zaniboni, S. &. (2020). Integrating generations in the workplace: A review and recommendations for future
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research. . Work, Aging and Retirement, , 6(2), 123-147. Appendix
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