TY - JOUR
T1 - Digital transformation leadership competencies
T2 - A contingency approach
AU - Müller, Sune Dueholm
AU - Konzag, Henrike
AU - Nielsen, Jeppe Agger
AU - Sandholt, Hafdís Bergsdóttir
N1 - Publisher Copyright:
© 2023 The Authors
PY - 2024/4
Y1 - 2024/4
N2 - Practitioners and researchers are increasingly engaged and interested in digital transformation leadership. However, the existing literature is fragmented and we lack knowledge of the competencies required by business leaders to facilitate digital transformation. In response, we rely on a literature study and draw inspiration from the Competing Values Framework to identify digital transformation leadership competencies. We theorize four archetypical competency portfolios, which are labeled according to the types of leaders who personify the constituent competencies: the challenger, the bricoleur, the organizer, and the competitor. We draw inspiration from the Competing Values Framework in advancing a contingency perspective on archetypical these portfolios. By theorizing competency portfolios, we contribute new insights into the role of leadership in digital transformation, which requires different competencies depending on the transformation drivers and goals. Our proposed competency portfolio framework serves as a valuable tool for identifying the required competencies and making decisions on whether to upskill existing leaders or hire new ones to drive transformation efforts.
AB - Practitioners and researchers are increasingly engaged and interested in digital transformation leadership. However, the existing literature is fragmented and we lack knowledge of the competencies required by business leaders to facilitate digital transformation. In response, we rely on a literature study and draw inspiration from the Competing Values Framework to identify digital transformation leadership competencies. We theorize four archetypical competency portfolios, which are labeled according to the types of leaders who personify the constituent competencies: the challenger, the bricoleur, the organizer, and the competitor. We draw inspiration from the Competing Values Framework in advancing a contingency perspective on archetypical these portfolios. By theorizing competency portfolios, we contribute new insights into the role of leadership in digital transformation, which requires different competencies depending on the transformation drivers and goals. Our proposed competency portfolio framework serves as a valuable tool for identifying the required competencies and making decisions on whether to upskill existing leaders or hire new ones to drive transformation efforts.
KW - Competencies
KW - Contingency
KW - Digital transformation
KW - Leadership
UR - http://www.scopus.com/inward/record.url?scp=85180365197&partnerID=8YFLogxK
U2 - 10.1016/j.ijinfomgt.2023.102734
DO - 10.1016/j.ijinfomgt.2023.102734
M3 - Journal article
AN - SCOPUS:85180365197
SN - 0268-4012
VL - 75
JO - International Journal of Information Management
JF - International Journal of Information Management
M1 - 102734
ER -