In order to exercise good leadership in the digital age, it is necessary to master all kinds of skills related not only to the management of new technologies themselves in an already very unstable market, but also to know what is the form. and collaborate workers.
We live in an age where five different generations live together in the business world, generations who think, act and evolve with new technologies in very different ways. To ignore it is not to know what to expect from the start.
Below we will find out what are the main leadership skills in the digital age, All aim to manage all kinds of businesses and contribute to a good organizational culture.
The most important skills and abilities of the leader in the digital age
To be successful in any organization, whoever is in charge of everything must know how to exercise good leadership. In order to make any company an efficient, productive organization with great potential, it is necessary to know and understand how the market in which it operates is evolving, a market which if before the emergence of new technologies was very unstable, it is now no longer in the digital age.
The current business environment is changing, volatile, complex and uncertain. Leaders and executives of organizations are often faced with unfamiliar situations, many of which cause great confusion and great fear, a natural fear but who does not know how to manage involves ruin. That’s why people at the forefront of any business should consider the following leadership skills in the digital age.
1. Good communication
A leader in the digital age must have good communication skills, clear, direct and effective. Whether they are an executive, a manager or some other high-level position, the leader should act as a kind of communication director. The goal is that messages and directives are conveyed throughout the organization in a manner complete, arriving clearly and unambiguously in the teams that make it up. A clear and well-conveyed message lets other professionals know what is expected of them and what their goals are..
2. Control of sense of urgency
In the digital age process execution times have been shortened due to fewer steps required. This in turn means that the final results are pre-ordered, because if a faster method is available, there is no need to delay them as much as before. However, when specifying business goals and needs, it should be clear what the priorities are and what needs to be done urgently.
The sense of urgency should be logical and well measured and is an aspect that should be taken into account in decision making.. There will be things that need to be done as soon as possible, while others, while important, can wait. The leader must have a good grasp of the sense of urgency, which must also be flexible, because on several occasions what was not considered urgent can become something that must be done now, with changes in the list of priorities.
3. Credibility and authenticity
A good leader is one who is believable and consistent with what he says and does. You need to be honest with the message you send in addition to being honest in your decision-making. He must stay true to his own identity and his own experiences, including the values, beliefs, emotions, needs and goals that characterize him as that person at the forefront of everything. And that it must be reflected in their digital identityConsidering which are the main transmission nodes of messages and in which one is exposed the most to the public opinion.
4. Courage in decision making
As one can well imagine and more than one lived it, the business world is not a road of roses. On more than one occasion, they will go through difficult times where they will have to make risky and difficult decisions..
While urgent, these decisions should not be taken in desperation. There must always be an in-depth reflection process and the advantages and disadvantages must be taken into account, in line with what will follow.
A leader is not a cold, calculating robot who only thinks of the company as a machine. The leader needs to be empathetic, taking into account what the workers are feeling and thinking, as their effectiveness depends a lot on their mood.
Frustration, disappointment and fear are feelings that can prevent a big project, which is perfectly possible, from moving forward.. As leaders, we need to know how to recognize these feelings and know how to redirect the situation to turn those doubts and fears into hope, motivation, enthusiasm and focus towards goal resolution.
6. Contextual intelligence
the leader to understand the particular environment in which the organization or work group finds itselfIn other words, to have contextual intelligence. In this skill, three fundamental elements are considered:
First, we have hindsight, which is about building on and valuing what has been learned throughout the history of the organization and which is seen as remaining useful.
Second, we have foresight, related to the ability to achieve what we want to achieve and articulate the actions to be performed to achieve it.
Finally, we have the convergence that allows the good integration of the two previous aspects, using them to identify and define the desired future.
7. Strategic intelligence
In this context, we can define strategic intelligence as the ability to anticipate market trends and developments, A market which in its digital aspect is very unstable and insecure. In addition to market developments, the leader must take into account the value chain of the organization itself and lead the desired transformation of the digital environment. It is the ability to visualize the impact of the future on the results of the company.
8. Adaptability and speed of learning
The leader must have great adaptability and an agile learning capacity, he must be very flexible with the changes that take place in the market. it is fundamental quickly learn from experiences faced with a certain market behavior and be able to apply it immediately to all types of new contexts. This agile learning ability allows us to deal with the ambiguity and uncertainty that many businesses face today, as with so many changes in the market, leaders may be undecided on which new strategy to put. implemented.
9. Combination of seduction and talent
Today’s businesses are places where up to 5 different generations share a space, each with a different approach to new technologies and varying ways of seeing organizational life:
- traditionalists (1928-1945)
- baby boomers (1946-1964)
- generation X (1965-1980)
- generation I (1980-1990)
- generation Z (1990-2000)
The last two generations, and in particular the Z, are considered digital natives. These people grew up in environments where new technologies were emerging in the work and education landscape or were already widely implemented. In the two genes I and X, the use of computers and the search for information is done quickly and superficially, but efficiently, whereas in the previous three generations it is chosen to read everything and act much slower with it. the use of new technologies.
These seemingly contradictory aspects can be exploited in an organization, as long as leadership is properly exercised. The leader must seduce and combine talents, knowing that the more veterans are much more careful with what they choose while the new generations go for speed. Different skills, styles, motivations and goals between generations must be taken into account, taking advantage for each type of situation.
10. Psychological capital
At the individual level, we can relate psychological capital to their satisfaction and personal performance. In the business world, it can be associated with four psychological states, represented by the acronym HERO in English:
- Hope: Is the state associated with the desire and ambition necessary to be consistent in achieving goals? established.
- Effectiveness (Effectiveness): is the ability to achieve the objectives set in dynamic, unstable and unforeseen contexts.
- Resilience: The leader must have the ability to face any adversity that may arise, resist change, and manage the uncertainty of the business environment.
- Optimism: You must have the ability to associate positive events with team members and to view negative events that may arise as learning, situations which, however serious they may be, will involve greater knowledge.
11. Creative and innovative thinking
Creative thinking is one of the key skills in business and, in fact, is seen as the key to the 2020s. From a strategic perspective, the leader must position himself as a source and driver of two-way innovation. This makes the difference especially in a historical context where the Internet and the development of new technologies allow the rapid development of tools and inventions of all kinds and have a great impact.
On the one hand, the leader must act by establishing a working environment focused on the creation and innovation of new methods and, on the other hand, he must serve as a means of competitiveness in the face of changes and the environments with which he is confronted. .
12. Collective leadership
Current leadership is not authoritarian or associated with power or position exercised, Must be focused on facilitating and empowering employees, each of whom has a view and opinions on actions taken in the company. Collective leadership must be exercised, that is, involving employees in analysis and decision-making rather than deciding on a strategy unilaterally.
This helps to generate empathy, commitment and motivation among the workers in the organization. Collaborative leadership is used to promote decentralized decision making, promoting high levels of collaboration and the feeling that goals within the company are shared by all team members.
Cultivating all of these skills enables power exercise effective, collaborative, creative, innovative and strategic leadership in the digital age. Today’s business world is an environment of uncertainty, an ambiguous, dynamic and complex place in which the leader and his followers must work as a team, adapt to the business context and work on emotional skills. and professional to move forward. are to any adverse event. A long-term and optimistic strategic vision must be prioritized.
The Internet and new technologies in general will continue to be a driver of transformation, opportunity and growth in any organization, but for this, it is these organizations that must know how to adapt to the new methods of the digital age. Leadership that takes into account the new characteristics of the digital economy will allow all types of successful organizations to grow and thrive.
- Serrato-García, MA (2019) Do you want to be a leader in the digital age? Here are the 11 skills you need to develop. Spain. Contractor.
- Alami, Z. (sf). How to develop leadership in the digital age? Denmark. Internationally.