Digitally Leadership Educational Materials

CHAPTER I INTRODUCTION A. Background We are currently in the era of revolution 4.0 where all human activities can be facilitated by technological developments. Technology is developing very rapidly to help all human work in all fields. The word industrial revolution, era 4.0 or digital era is a topic that is currently being discussed. Industry 4.0 or the fourth industrial revolution is a term commonly used for the level of development of the technology industry in the world. For this fourth level, the revolution is focusing on digital technologies. Digital technology means technology whose operation does not require a lot of human labor, but has been automatically and sophisticatedly systemized with a system that can be read by computers. The development of digital technology in industry 4.0 does not affect only a few sectors, almost all sectors are affected. The economic, educational, political, social and cultural sectors are also affected. Developments in the digital era encourage digitalization and bring positive changes in all sectors. In addition to the sectors mentioned above, the world of work is also affected by this. In the face of readiness in the digital era, leaders of various companies or organizations around the world are required to have digital and leadership skills. This kind of leadership is called digital leadership or digitally leadership. Digital leadership or digitally leadership is an ability that must be possessed by a leader to create solutions to various problems in the digital era. Digital leadership is not someone who is an expert in assembling computers, operating computers, and creating programs. Digital leadership is someone who has the ability to lead a company or organization by utilizing existing information and communication technology so as to achieve the target or goal of the organization or company to the maximum. The leadership style in the digital era does not only understand the concept of leadership, but also the concept of leadership. 1 2 must be able to master soft skills (non-technical skills) and hard skills (technical skills). Soft skills (non-technical skills) are needed by everyone to improve performance at work. This relates to adaptability, interaction, and self-regulation. Hard skills (technical skills) are also needed, namely in operating existing technology to support leadership activities. B. Problem Formulation Based on the background, the problem formulation can be determined as follows. 1. What is digitally leadership? 2. What are the traits and skills required for digitally leadership? 3. What are the elements of digitally leadership? 4. What are the aspects of digitally leadership? 5. How is digitally leadership implemented? C. Destination Based on the problem formulation, the following objectives can be determined. 1. Know the definition of digitally leadership 2. Know the traits and skills required for digitally leadership 3. Know the elements of digitally leadership 4. Knowing the aspects of digitally leadership 5. Understand the implementation of digitally leadership. CHAPTER II DISCUSSION A. Subject matter Basic concepts of leadership, basic concepts of digitally leadership, traits and skills of digitally leadership, elements of digitally leadership, aspects of digitally leadership and implementation of digitally leadership. B. Competencies to be achieved • Students understand the basic concepts of leadership • Students understand the basic concepts of digitally leadership • Students understand the implementation of digitally leadership C. Study guide • Start with basmallah • Arrive on time for the educational leadership course • Listening to each presenter deliver the material • Listen to every question and response from the lecturer • Students are allowed to ask questions if something is not understood. And are allowed to give opinions, and additions to any answers to questions. D. Content or content of learning materials In essence, an organization or group needs someone who will serve as a role model in running the organization or group. Of course, this person has more abilities than others so that he can embrace his members to be able to work together. Classically, leadership in English is referred to as leadership which means being a leader power of leading: the qualities of a leader. But in terminology, there are several leadership according to experts who are viewed from various perspectives depending on which angle the experts view the nature of leadership. 3 4 According to Encep Syarifudin (2002: 139) leadership is a person's ability to influence, encourage, invite, guide, direct or force others to do. It is seen in the process of leading that occurs in relationships between humans and other humans, as well as between individuals and groups of individuals organized temporarily or permanently in a container called an organization, institution, office, or other forms of groups. According to Ralp M. Stogdill (1990) leadership is the process of influencing the activities of organized groups towards the determination and achievement of goals. According to Bass & Bass (2008: 25) defines leadership as the interaction of two or more people in a structured group or re-structure the situation of perceptions and expectations of members. The two people are leaders with subordinates. Both or more equalize perceptions and expectations in order to have the same mindset, attitude patterns, and action patterns in meeting mutual expectations. So it can be drawn a red thread that leadership is a trait possessed by all human individuals in terms of influencing other individuals with different leadership traits of each individual and has its own authority. Leadership is also a trait to influence, encourage, provide guidance and direction for individuals or subordinates in the organization so that it is organized in an effort to achieve goals. 1. Digitally Leadership Concept The discussion of leadership and digitalization has received increasing attention from researchers over the past six years. This is because digitalization demands a fundamental overhaul of a set of skills that are essential in work as a consequence of the disappearance of certain jobs and the emergence of others (Murashkin & Tyrväinen, 2020). Added to this is the increasingly vibrant and widespread flexible work arrangements or WFH or work from anywhere. This gives rise to virtual team work that requires leadership. From previous systemic literature reviews (Cortellazzo et al., 2019) there are three articles that are most cited by researchers when examining digital leadership, namely: (1) "E-leadership: Implications for theory, research, and practice" (Avolio et al., 2019), 5 2000); (2) "Investing in the IT that makes a competitive difference" (McAfee & Brynjolfsson, 2008); (3) "Leadership, capabilities, and technological change: The transformation of NCR in the electronic era" (Rosenbloom, 2000). Avolio et al. (2000) define digital leadership or e-leadership as a process of social influence mediated by digital technology to produce changes in attitudes, feelings, ways of thinking, behavior and/or performance at the individual, team, and/or organizational levels. Based on this definition, it is clear that digital leadership is technology-based leadership that aims to produce changes at all levels of the organization. Furthermore, Cortellazo et al. (2019) explained that discussions about digital leadership so far can be categorized into two groups, namely: discussions in a macro perspective and discussions in a micro perspective. In the discussion on the macro perspective, there are four main themes, namely: (1) the relationship between leaders and organizations; (2) how leaders adopt technology to solve complex problems in organizations, (3) the impact of digital technology on ethical leadership, and (4) leaders use digital technology to influence social movements. As for the discussion in a micro perspective, digital leadership is more viewed from three things, namely: (1) the increasingly complex role of C-level leaders; (2) the skills needed to become a digital leader; and (3) the practices of effectively leading virtual teams. Based on the explanation above, it can be concluded that digital leadership is a leadership that grows due to the development of an electornic-based environment with leaders who utilize information and communication technology in the digital era to achieve organizational goals. 2. Digitally Leadership Traits and Skills 6 Regarding the use of digital technology in leading, Liu et al. (2018) developed the concept of ECAM (e-Leadership Communication Adoption Model), as shown in Figure. The model explains that in order to have an individual level of adoption of digital technology, a superior must have a strong intention or desire to use digital technology. The intention comes from three things, namely: active awareness, quality evaluation, and desire to do. These three things stem from certain traits and skills that the supervisor already has, including: enthusiasm, need for achievement, high sense of responsibility, analytical ability, flexibility, enthusiasm for continuous learning and certain technical skills. Digital leadership of a superior in the organization will continue to increase often with the availability of adequate facilitating conditions in the organization. There are different perspectives on the skills associated with digital leadership, where Liu et al. (2018) identified the skills and traits needed to adopt digital technology in leading, while Cortellazo et al. (2019) identified at least five skills needed by leaders in the digital era, namely: (1) the ability to communicate through digital media, (2) making decisions at high speed, (3) skills to manage collaboration or connectivity, (4) skills to handle disruptive change, and (5) specific technical skills. Although there are differences in perspective, both Liu et al. (2018) and Cortellazo et al. (2019) both agree that technical skills are also an important element that leaders must master to master digital technology and to be effective in the digital era. 3. Elements of Digitally Leadership To understand leadership more comprehensively, Hensellek (2020) developed a digital leadership framework, as shown in Figure 4.6. The framework explains that digital leadership consists of four main elements, namely: (1) Digital vision - articulated with, ambitious, meaningful, holistic and sustainable; 7 (2) Digital behavior-to realize the digital vision that has been launched, leaders must display digital behavior, including leading by examples, removing barriers by involving all members inclusively, and actively making changes that are cultural rather than sporadic-responsive, (3) Digital skills-in order to display digital behavior in leading, superiors must have digital skills in the form of understanding and using digital technology, seeking opportunities and anticipating risks from digital technology, and developing entrepreneurial capability. (4) Digital mindset - digital behavior is not only supported by digital skills, but also by a digital mindset, such as: continuous learning, being open to new technologies, and always wanting to keep changing. 4. Aspects of Digitally Leadership Meanwhile, if you further want to measure how well a person develops and masters digital leadership, the operationalization of the concept developed by van Wart et al. (2019) can be used. This operationalization describes digital leadership in six dimensions or aspects, namely: (1) Technological skills, aspects of technical skills related to digital technology that must be mastered by the leader. 8 (2) Communcation skills, the skill of utilizing technology to communicate more effectively in a scope that is not limited by time or place. (3) Social skills, skills to build a social system that is conducive to supporting change towards better digital challenges. (4) Team building skills-the ability to build and direct virtual work teams to achieve the expected synergy. (5) Change management-the ability to manage culturally strategic changes in the organization, and (6) Trustworthiness-the ability to develop, improve, and maintain the trust of followers and partners to continue to work together and collaborate in achieving organizational goals. Figure 4.7 provides a general illustration of the concept of e-Leadership as six e-competencies (van Wart et al., 2019). 5. Implementation of Digitally Leadership Adopting the concept proposed by Murashkin and Tyrväinen (2020) regarding the role of digital leadership in the context of the crisis due to the COVID-19 pandemic. Organizations that previously operated under normal conditions faced with the provisions of having to carry out massive social distancing and a long period of time are faced with the choice to utilize digital technology in carrying out their business operations. One of them is how to manage business activities effectively and efficiently in the format of work from home (WFH) work arrangements. Inevitably, the superior (team 9 leaders, supervisors, managers, and directors) apply distance leadership or remote leadership. Using digital technology as a vehicle to direct dispersed work team members to stay focused on achieving business goals efficiently and effectively. But it's different here. The company's level of adoption of digital technology varies. Therefore, the superiors must also think and encourage that the digitalization carried out by the organization can achieve optimal digital maturity so that it can provide adequate technological support for effective and efficient business management. This is where we see the strategic role of digital leadership. Not only does it play a role in overcoming the changing context of leadership from direct- contact, on-site, and centralized leadership to remote, distance, and virtual leadership. But it must also encourage the digitalization process in the company to achieve sufficient maturity (digital mastery, digital maturity) to support organizational achievement. Digital leadership during COVID-19 where superiors do not interact directly with their work teams, it is as if their leadership has no direct impact on work productivity. However, if examined further, digital leadership developed by superiors should be directed to: (1) ensuring the availability of digital facilities for employees to work from home, (2) helping employees to develop digital skills, and (3) encouraging employees to collaborate in completing their work. 10 E. Evaluation 1) Practice Questions 1. Try to analyze the essence of the concept of digitally leadership and then summarize it based on your own opinion or view! 2. Put your understanding of digitally leadership into a case study and its solution! 3. Based on the case study and the solution you have created, please analyze what the effectiveness of digitally leadership is in your view! 4. Give your personal reasons for the challenges and opportunities of digitally leadership! 5. Describe the description and strategy of digitallyleadership that affect leadership success! 2) Worksheet (LK) After students answer the exercise questions above, re-read the material above and make a summary or reflection using their own language to prepare for the midterm exam (UTS) or final semester exam (UAS). Then as a requirement to take the UAS, each student in the group makes a video about the implementation of digitally leadership according to their understanding. The deadline for submitting the video is three weeks and is submitted to the class leader with a maximum video of 25 minutes. F. Response or feedback to evaluation Each correct answer item is given a value of 20, if the student has not reached 70%, please re-read the evaluation questions above carefully, then re-work the questions above. Description: Mastery level =x ...........................100% What your level of mastery means: 90% - 100% = excellent 80% - 89% = good 70% - 79% = sufficient < 70% = less CHAPTE R III CLOSING A. Summary Digital leadership is technology-based leadership that aims to generate change at all levels of the organization. In the discussion on the macro perspective, there are four main themes, namely the relationship between leaders and organizations, how leaders adopt technology to solve complex problems in organizations, the impact of digital technology on ethical leadership, and leaders using digital technology to influence social movements. As for the discussion in the micro perspective, digital leadership is more viewed from three things, namely the increasingly complex role of top leaders, the skills needed to become a digital leader and the practices of leading virtual teams effectively. The digital leadership of a superior in the organization will continue to increase often with the availability of adequate facilitating conditions in the organization. Digital leadership elements consist of four main elements, namely digital vision, digital behavior, digital expertise, and digital mindset. Meanwhile, digital leadership aspects are divided into six dimensions or aspects, namely technical skills, communication skills, social skills, team building skills, change management, and trustworthiness. An example of implementation is how to manage business activities effectively and efficiently in a work from home (WFH) work arrangement format. B. Advice Some characteristics digital leaders need to build for success organization, namely: responsibility, results, information distribution, goals and assessment, errors and conflicts, change, and innovation. Furthermore, virtual leadership should have the ability to monitor and manage virtual work effectively. It should have the quality to monitor and manage virtual work effectively to know whether they are functioning properly or not, whether electronic communication is working or not, whether followers understand the direction or not. A digital leader needs to know that innovation is based on the team's focus on 11 12 shared goals to make the best use of each individual's abilities. This learned innovation is aided by changing old structures through the use of multidisciplinary teams, flexible work environments, and creative processes. LITERATURE Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in psychology, 10, 1938. 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. Liu, C., Ready, D., Roman, A., Van Wart, M., Wang, X., McCarthy, A., & Kim, S. (2018). Eleadership: an empirical study of organizational leaders' virtual communication adoption. Leadership & Organization Development Journal. Murashkin, M., & Tyrväinen, J. (2020). Adapting to the New Normal: A Qualitative Study of Digital Leadership in Crisis. Saputra, N. (2020). Leadership Analysis in Human Resource Management. Human Resource Management: Basic Principles and Applications. Saputra, N. (2021). The Concept of Digital Leadership. Yogyakarta: GCAINDO. Saputra, N. (2021). Contemporary Management and Leadership: A Scholarly Practitioner Perspective. 13