“Digital Leadership: A Model of Practice and Discourse in the Context of Information Systems Implementations in Organizations” by Professor Mohan Tanniru
Professor Mohan Tanniru
Professor of MIS
School of Business Administration
With rapid changes in customer expectations for enhanced services using advanced technologies, digital leadership calls on organizations to engage in several radical and incremental business transformations using information technology to sustain competitive differentiation. Each of these transformations is intended to support a change in culture and enhance business agility so that both business and information systems can continually adapt to meet customer expectations. Digital leadership is thus an enabling leadership, an interwoven business and information technology leadership that helps an organization move between stability and instability while steering it towards a trajectory of equilibrium despite continually evolving customer, competitive, and technological demands. We draw from and extend the complexity leadership theory to develop a model for digital leadership in organizations. The digital leadership model is conceptualized as consisting of four activities– reporting, dynamism, adaptiveness, and transitiveness—along with a practice that uses “discourse” at the end of each transformation to gain insight from deliberate “reflections” to support both learning and adaptation, and is illustrated using the case study of a hospital that has used digital leadership to transform its operations over six years.