Digital Leadership

Thoughts on Digital Leadership
My first reaction to digital leadership was that it essentially meant the same as traditional leadership with some technology thrown in for good measure and that leadership attributes—such as being supportive, visionary, or empathetic—remain fundamentally the same in a technology-saturated world. Technology serves as an enabler that cuts through the clutter of executing day-to-day essentials like communication, collaboration, and creative problem-solving. At best, it can simplify and enhance operations but does not redefine the core characteristics of effective leadership.

Having all the slick tools and apps in Adobe Creative Cloud or Zoom does not magically confer “leadership” on someone. Real leadership comes from the ability to apply one’s character strengths effectively, not from how one has or uses technology in a role. This perspective aligns with Sheninger’s explanation that digital leadership is “built on forging relationships to proactively shape the future” (2019). However, I found this statement rather abstract and questioned whether leadership should focus more on nurturing and solidifying relationships for sustained success.

It makes sense that technology should be part of every leadership role. However, it does not suggest that leaders should change their core behaviors or values. Technology supports leaders in achieving their goals by enhancing existing practices rather than replacing leadership qualities like integrity, vision, or empathy.

What I Thought Digital Leadership Was
In the beginning, I thought digital leadership was simply leadership in a tech-heavy context. This is true to an extent, but it is not just about the tools we use—it is about how leaders navigate a tech-infused environment to set direction, influence others, and drive change through access to information. Technology itself does not make someone a good leader; traits like being caring, supportive, and forward-looking do. In sum, digital leadership is about adapting leadership to a tech-driven world.

Traits vs. Tech
Leadership traits like being supportive, ambitious, or open-minded are human traits, not digital ones. A bad leader is not going to magically become good just because they have the latest gadgets or software. What tech does is create opportunities for those traits to shine—or fail.

Sheninger’s (2022) definition of digital leadership, as explained in his post “Pillars of Digital Leaders,” considers how present-day technology—such as tablets, smartphones, and open education resources—has shifted how leaders lead. It is no longer enough to be open-minded, caring, or fair-minded; leaders also need to understand how and when to use these technologies to everyone’s advantage. For example, a caring leader in a digital environment might focus on fostering connection and engagement when team members are remote. Sheninger also states that it is important to establish relationships, but good leadership is about nurturing them—relationships are ongoing, not a one-time checkbox.

What Digital Leadership Means to Me Now
For me, digital leadership means having access to the tools I need, when I need them, along with support when using them is challenging or unclear. For example, I am learning how to render 3D images in Blender, even though I lack support at work for doing so. I am self-taught, even though mastering this app would benefit the company. Digital leadership also means having a forward-looking leader who anticipates how emerging technologies can improve productivity. I am fortunate that my manager is open to me trying apps not necessarily supported by the company, such as the 3D render tool Blender.

I appreciate it when my manager or administrator is understanding and adaptable. Adaptive leaders focus on understanding and responding to external changes. They assess current challenges, involve followers in problem-solving, and tailor solutions to specific situations rather than relying on past methods (Khan, 2017). In my previous teaching environment, the administrator allowed teachers to choose whether to have a Smartboard in their classrooms. He recognized that some teachers preferred older technology, like whiteboards and markers, and let them switch when they felt ready—forcing someone to use technology rarely ends well. The principals were willing to take risks to empower others and challenge traditional leadership norms, which often involve hierarchical decision-making (Huggins et al., 2017). My current manager similarly encourages my exploration of new technologies. As an instructional designer, I am always looking for tools that make my job easier and faster. One such tool I discovered is IORad, a web-based tool for creating step-by-step tutorials. I used this tool with modest success, but more importantly, my manager supported my using it. This is important because when someone becomes more productive, everyone wins.

Areas of Concern
One area of concern for digital leaders is maintaining a human connection. My instructional design team and I work remotely, visiting the office in person only once or twice a year. Adaptive leadership motivates followers by understanding their needs, delegating responsibilities, and involving them in decisions, fostering long-term growth and engagement (Khan, 2017). This setup makes it challenging to form social connections with others. However, my manager is a personable leader, and our weekly meetings help compensate for the lack of physical connection. We are encouraged to talk about our families, trips, and other aspects of our lives. We also use Google Chat to connect with each other and other teams across the company—one day I might be chatting with a colleague in Edmonton, and the next, someone in Poland or Florida. For me, this approach keeps me connected to my team, though I can understand how others might feel isolated if their team leads do not prioritize interpersonal connectivity.

Group Discussion
When we had our group discussion, we discovered that although we reached a consensus on a few traits, our different education and work backgrounds prevented us from agreeing on everything. We decided to agree to disagree and focused our blog on how our experiences have shaped what we value in a leader. We asked whether there are traits that are universally important, which traits stand out more in one field compared to another, and if being supportive complements or conflicts with being decisive. As a group, we agreed that while no single set of traits defines exceptional leadership, we value leaders who are adaptive, supportive, fair-minded, competent, and caring. We recognized that leadership qualities are contextual—different fields prioritize distinct traits, and experiences with poor leadership highlight the need for capacity building over personal ambition. We also noted that balancing seemingly conflicting traits, such as decisiveness and approachability, is challenging, but honesty and accountability can help leaders navigate these complexities (Khan, 2017, p. 179; Huggins et al., 2017, p. 8).

Leadership Traits vis-à-vis Digital Leadership
Leaders should embrace diversity, respect cultural differences, and adapt to varying values and customs (Castelli, 2016). For example, establishing relationships is important, but it is more important to maintain them. Sustaining relationships could involve leveraging tech to keep communication open, even when teams are scattered across time zones. When a leader does this well, one feels supported, heard, and understood. Without a manager who makes these connections, you can feel isolated—like living on an island alone. A couple of my co-workers mentioned this when our team merged with another team of IDs in Poland. Our team broke up, and while I was lucky enough to stay with the Canadian group, my other colleagues were split and placed on two different Polish teams. Their cultures, values, and backgrounds—and the time zone differences—have been hard on them, and they have been feeling lonely and frustrated since the changes. With only one Canadian on a team of seven or eight people from Poland, I can see how they feel left out.

Conclusion
In conclusion, digital leadership is not just about adding technology to typical leadership traits. While tools and apps make things better by helping with speed and connection, good leadership still depends on basic human qualities like empathy, vision, and flexibility. A leader who successfully integrate technology use it to strengthen relationships and support collaboration, ensuring their teams remain engaged and connected despite physical or cultural barriers.

References

Castelli, P. A. (2016). Reflective leadership review: A framework for improving organisational performance. Journal of Management Development, 35(2), 217–236. https://doi.org/10.1108/JMD-08-2015-0112

Huggins, K. S., Klar, H. W., Hammonds, H. L., & Buskey, F. C. (2017). Developing leadership capacity in others: An examination of high school principals’ personal capacities for fostering leadership. International Journal of Education Policy & Leadership, 12(1), 1–17. https://doi.org/10.22230/ijepl.2017v12n1a670

Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief comparison.
International Review of Research in Open and Distributed Learning, 18(3), 164–179.
https://doi.org/10.19173/irrodl.v18i3.2966

Sheninger, E. (2022, August 31). 7 pillars of digital leadership in education. HMH Education Company. https://www.hmhco.com/blog/pillars-of-digital-leadership-in-education