Faculty of Commerce, Law and Management (ETDs)

Permanent URI for this communityhttps://hdl.handle.net/10539/37778

Browse

Subject: search.filters.subject.Digital leadership

Search Results

Now showing 1 - 4 of 4
  • Thumbnail Image
    Item
    Dynamics of digital servitisation transformation in earthmoving equipment dealerships
    (University of the Witwatersrand, Johannesburg, 2024) Darko, Simon Yaw Osei; Alagbaoso, Manessah
    In the rapidly evolving earthmoving equipment industry, this study investigates the challenges and opportunities stemming from digital servitization transformation. As conventional dealership models face disruption from digital technologies, the necessity for adaptation to maintain competitiveness becomes evident. This research seeks to address the gaps in understanding regarding the transformation process and the implications of digital servitisation within this industry context. Drawing upon a conceptual framework that integrates principles of digital transformation and servitisation, the study examines the critical stages of transformation and the pivotal role of leadership. Qualitative methods, including interviews with 9 senior managers and executives from two earthmoving equipment dealerships, were employed to capture insights into the transformation journey, challenges encountered, and the leadership dynamics driving the process. Key findings underscore the multifaceted nature of digital servitization transformation, emphasizing the importance of strategic alignment, IT transformation, process digitization, organizational change, customer service innovation through artificial intelligence and machine learning and leadership adaptability. The research offers a structured framework to assist industry practitioners in effectively navigating the transformation journey. In conclusion, this study emphasizes the imperative for earthmoving equipment dealerships to embrace digital servitization as a strategic imperative for long-term viability. By providing actionable insights and guidance, the research advocates for proactive adaptation to capitalize on the opportunities presented by digital technologies, thereby ensuring sustainable growth and competitiveness in the digital era
  • Thumbnail Image
    Item
    The impact of digital leadership and transformational leadership on digital transformation
    (University of the Witswatersrand, Johannesburg, 2023) Manga, Meera Gordhan; Sethibe, Tebogo
    This study aimed to understand the impact of transformational leadership, and digital leadership on digital transformation journeys with three key objectives, i.e., digital and transformational leadership are positive contributors to delivering digital transformation journeys but digital leadership is a more positive contributor to digital transformation journeys when compared to transformational leadership. A quantitative research approach was taken and online surveys were used to collect data from individuals in three identified organisations who have been part of digital journeys/projects within their organisations’ departments. A total of 272 responses were received, of which 174 were noted as usable for this study due to missing values on responses not used. Reliability and validity, Descriptive, T-Test, Correlation, and Regression tests were used to analyse the data. Based on the tests performed the first outcome was aligned to the literature reviewed and confirmed a positive relationship between digital leadership and digital transformation journeys. The conclusion on the second objective was not aligned to the literature reviewed and found that a negative relationship between transformational leadership and digital transformation. The final objective confirmed that digital leadership has a more significant impact on digital transformation journeys than transformational leadership. While the conclusion may seem clear that digital leadership is a better fit for achieving successful outcomes in digital transformation journeys, the contrary outcomes to existing literature and studies implore the need for further exploration and understanding of leadership traits, styles and attributes that are best suited to supporting the positive outcome of digital transformation journeys. The outcome of such studies may be the creation and recognition of new leadership category, or the consolidation of existing leadership theories. Either way, it is imperative to gain a clearer insight into the leadership impacts on digital transformations if organisations and society are to gain more significant benefits from Industry 4.0 faster.
  • Thumbnail Image
    Item
    The role of leadership in digital transformation in the financial services sector
    (2020) Gcelu, Nikitha Gita
    The financial services sector falls within the top three industries that are most susceptible to digital disruption globally. The rise in new digital technologies has transformed business models and how organisations operate – making digital transformation and leadership a key imperative for financial services organisations. Additionally, the recent global pandemic (COVID-19) has accelerated the pace of digital transformation for many organisations and has resulted in virtual work environments; where leaders and subordinates must use digital technologies to achieve business objectives. The role of leadership is crucial to digital transformation in financial services organisations. Leaders, both globally and in South Africa, are experiencing similar challenges – and are tasked with the responsibility of finding effective leadership strategies that will ensure that their businesses successfully navigate the complexities brought about by new digital technologies. However, most financial service organisations have struggled to build up the necessary leadership capabilities to aid their organisations effectively in the digital transformation process. This study conducts a detailed literature review on traditional leadership types and introduces the concepts of e-leadership (which considers traditional leadership types and digital factors on leadership). Additionally, the literature review provides a brief overview of digital transformation factors. The study provides insights on factors accounting for the shortage in leadership trends in financial services, the different technology trends in financial services, and leadership strategies for digital transformation in financial services. Both primary and secondary data were analysed to gain these insights – with the analysis based on the thematic approach. The insights show that technology factors have changed work-life, communication, talent management, and the organisation culture. Furthermore, leaders in financial services organisations have to deploy new leadership strategies to effectively lead digital transformation – with a key focus being on building digital capabilities, digital leadership, embracing flexibility, and creating a diverse workforce.
  • Thumbnail Image
    Item
    The role of leadership in digital transformation in the financial services sector
    (2021) Gcelu, Nikitha Gita
    The financial services sector falls within the top three industries that are most susceptible to digital disruption globally. The rise in new digital technologies has transformed business models and how organisations operate – making digital transformation and leadership a key imperative for financial services organisations. Additionally, the recent global pandemic (COVID-19) has accelerated the pace of digital transformation for many organisations and has resulted in virtual work environments; where leaders and subordinates must use digital technologies to achieve business objectives. The role of leadership is crucial to digital transformation in financial services organisations. Leaders, both globally and in South Africa, are experiencing similar challenges – and are tasked with the responsibility of finding effective leadership strategies that will ensure that their businesses successfully navigate the complexities brought about by new digital technologies. However, most financial service organisations have struggled to build up the necessary leadership capabilities to aid their organisations effectively in the digital transformation process. This study conducts a detailed literature review on traditional leadership types and introduces the concepts of e-leadership (which considers traditional leadership types and digital factors on leadership). Additionally, the literature review provides a brief overview of digital transformation factors. The study provides insights on factors accounting for the shortage in leadership trends in financial services, the different technology trends in financial services, and leadership strategies for digital transformation in financial services. Both primary and secondary data were analysed to gain these insights – with the analysis based on the thematic approach. The insights show that technology factors have changed work-life, communication, talent management, and the organisation culture. Furthermore, leaders in financial services organisations have to deploy new leadership strategies to effectively lead digital transformation – with a key focus being on building digital capabilities, digital leadership, embracing flexibility, and creating a diverse workforce