Leadership is not just about a title given by an employer or a position granted within a social circle. Although this is often how leaders began; the leaders of today require a set of skills and attributes in order to adapt in an ever changing technological world. Motivating and influencing others to achieve a common goal is still the main focus of a leader, however the tools that are used within this environment change rapidly and good leaders will need to be prepared.<\/p>\n
Attributes<\/strong><\/p>\n Two of the most important attributes for leaders working in a digital environment are effective communication as well as the ability to lead with empathy. Communication is no longer just coming from a top-down perspective. Successful leaders will need to encourage the free flow of information across their teams but also ensure that this information is made available using various communication tools. Since the workplace has changed greatly overtime with flexible work options; many employees work from home. The importance of \u201cengaging all stakeholders in two-way communication\u201d (Sheninger, 2014, p.2) will be vital to not only the leader\u2019s success, but the employees and the organization as a whole. Open and honest communication across employees with team members also increases engagement. This type of engagement across a workplace setting or an educational one can \u201cenhanc[e] essential skill sets \u2013 communication, collaboration, creativity, media literacy, global connectedness, critical thinking, and problem solving \u2013 that society demands\u201d (Sheninger, 2014, p.3).<\/p>\n Communication can also be a key factor in boosting confidence in learners or employees in order to encourage the application of new learning to their current roles. Motivation and trust can be promoted through effective communication. \u201cFollowers are motivated by leaders who hold out the promise of helping them realize the things they hold most dear, that which they value\u201d (O\u2019Toole, 2008, p. 2). Effective communication is necessary within the digital age, as there are so many different ways to send and receive information. \u201cDigital tools and social media afford students the opportunity to take more ownership of their learning\u201d (Sheninger, 2014, p.3). However, digital tools and social media are not just present in an educational setting; organizations are also using these tools as well to educate and empower employees within their specific roles.<\/p>\n Empathy is another important attribute for leaders working in digital environments. However, I do not believe this is a completely specific attribute for a digital environment but one that is very important despite the type of environment that the leader is working in. Wikipedia defines empathy as the capacity to understand or feel what another person is experiencing from within the other person’s frame of reference. For a leader, understanding the strengths and weaknesses of either learners or employees is crucial to development and growth. Being able to place yourself in the shoes of employees or learners can provide insight as to why or how they accomplish certain tasks and how they can further develop their skills in certain areas. In her article, Castelli (2016) suggests that empathy is a component of personal wisdom. It makes up the \u201creflective component [which] refers to abilities for self-insight and self-examination and the capacity to perceive events from multiple perspectives. The affective component captures an individual\u2019s consideration and empathy for others\u201d (Castelli, 2016, p. 219-220). \u00a0The ability to see a situation from a learner\u2019s perspective can provide critical insight into the ways in which they learn; their motivation for learning, and individual strengths and weaknesses. Leaders who empathize get to know their learners or employees. They can analyze a situation from multiple perspectives and provide constructive criticism to build the capacity of learners or their teams in a positive working environment. This specific attribute can promote the growth and development of those individuals.<\/p>\n Leading the Pack<\/strong><\/p>\n In terms of digital technologies, I would say that it has only changed the way in which I communicate as a leader. I am a training specialist currently training a new software system online to our retail stores. I work at the corporate head office and all our stores are located across the UK, Canada, and the United States. Being geographically disperse, training occurs using an online system that allows me to record the sessions and share my desktop. I am currently not using a video conference call, but they have the ability to dial in using a teleconferencing number. Communication skills are even more important now in terms of when to use an email, when to post training resources online, and how to effectively design training for the diverse learning needs of the group, especially when they may not be as familiar with the digital technology as I am as a leader of the training. More consideration for learners needs to be taken into account with the introduction of digital technology since we cannot assume that our learners know how to use these technologies as a means to gain information as we do. More training on the technology needs to occur before we begin the actual training programs. An increase in planning takes place in order to empathize with the diversity of our learners.<\/p>\n Leadership Theories<\/strong><\/p>\n \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/strong>In terms of the leadership theories that I think work best within a digital learning environment, I would have to say that they would be the reflective leadership theory and the adaptive leadership theory. Both of these theories reflect the diverse needs of learners as well as the ever-changing nature of the technology used to grow and develop the learners we teach. The adaptive leadership theory refers to the ability to \u201crecognize potential changes in the external environment and consider the best path that will positively affect the organization\u201d (Khan, 2017, p.179). Changes are also made as to how our learners go about working within the digital environments. As leaders we need to adapt the program to those specific learner needs, this would also require taking into account the digital learning environments used for this purpose. The adaptive style would work well leading change because of the forethought and planning that would go into ensuring that all angles were covered.<\/p>\n The reflective leadership theory would also be effective in leading change within a digital learning environment as it refers to the \u201cconstant practice of reflection involving the conscious awareness of behaviours, situations and consequences with the goal of improving organizational performance\u201d (Castelli, 2016, p.217). In relation to managing change within digital learning environments, \u201cchange management and transformational leadership theories relate most closely to reflective learning. Change management involves undertaking large cultural shifts required at the organizational level\u201d (Castelli, 2017, p. 218). Providing open and honest communication for learners or employees and recognizing the need for a strategic plan in order to implement change also creates an environment of trust, allowing employees or learners to feel that they are being considered when change occurs in these environments. In my experience, change is not always looked upon favorably. In order to gain support of those individuals who will be impacted by the changes; including them in the process will usually make for a better product or experience.<\/p>\n References<\/p>\n Castelli, P. (2016).\u00a0Reflective leadership review: a framework for improving organisational performance.\u00a0Journal of Management Development<\/em>,\u00a035<\/em>(2), 217-236.<\/p>\n Khan, N. (2017).\u00a0Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison.\u00a0The International Review of Research in Open and Distributed Learning<\/em>,\u00a018<\/em>(3).<\/p>\n O’Toole, James (2008).\u00a0Notes Toward a Definition of Values-Based Leadership.\u00a0The Journal of Values-Based Leadership<\/em>,\u00a01<\/em>(1).<\/p>\n Sheninger, E. (2014).\u00a0Pillars of digital leadership<\/em>. International Centre for Leadership in Education.<\/p>\n","protected":false},"excerpt":{"rendered":" Leadership is not just about a title given by an employer or a position granted within a social circle. 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