Content
Not only Corona and Chat GPT have made different applications of Digital Leadership (DL
strategies, DL and AI, DL vs traditional leadership, DL marketing strategies, DL for virtual teams)
relevant for different companies. DL is now a key aspect which enables companies to improve
performance and innovation. Many organizations want to increase their engagement in DL without
concrete starting points or evidence-based strategies.
This course therefore combines theory and practice to help students learn about the possible
applications of DL to become more effective leaders and team members later on. To do this, they
will learn about the latest findings from academia and practice on DL strategies,DL and AI, DL vs
traditional leadership, DL marketing strategiesa dn DL for virtual teams. They will gain insights into
academic research and professional experiences provided by a diverse group of faculty members,
industry leaders, and experts. Overall, they will participate in a variety of learning activities to
enhance their knowledge and skills and put what you learn into action.
Learning outcomes
Students who have attended this seminar will have
- a comprehensive understanding of key concepts in the field of digital leadership
- Knowledge of the key challenges of leading in the digital age, as well as promising approaches
and methods to address these challenges
And have acquired skills related to
- The application of digital leadership strategies in diverse situations
- Critical thinking, reflection and application of concepts and scientific findings to concrete
challenges
- The engaging preparation of content for application.
Examination
The examination performance consists of
1) an individual presentation (20% of the final grade)
2) an individual elaboration of the presentation in the form of a detailed set of slides (40% of the
final grade)
3) Innovative practical examples (students look for practical, highly innovative and impactful
examples of the course topics from companies) (30% of the final grade)
4) active participation in the seminar (10% of the final grade)
In the examination, students demonstrate that they have
- have understood an assigned topic in depth and have demonstrated the most important aspects
in a way that is understandable for their fellow students
- have identified and prepared practical fields of application for this topic
- have presentation and communication skills that enable them to present and discuss their
findings on this topic in a clear and structured manner.
Teaching & learning methods
In the course of the seminar, students will receive input on the topics covered in various thematic
blocks, as well as working materials for self-study and review. Subsequently, the contents are
deepened in the seminar in the context of exercises, role plays, reflections, presentations and
discussions.
As part of the examination, the participants will work on a topic from one of the overarching areas
(e.g., DL strategies, DL and AI, DL in a global context, DL marketing strategies, DL for virtual
teams) in depth and in detail and prepare this didactically so that all other course participants can
also benefit from it. During the seminar they will have the opportunity to present and discuss this
topic in different ways and to receive feedback on the developed content following the presentation
as well as in a peer-review process. Based on this, the students will further elaborate, concretize
and clearly prepare their topic in the course of the semester.
Media & reading list
Activity-based learning, interactive teaching, flipped classroom, group discussions, presentations,
practical exercises, reflection, literature, script.
Sawy, O.E., Amsinck, H., Kræmmergaard, P., & Vinther, A.L. (2016). How LEGO Built the
Foundations and Enterprise Capabilities for Digital Leadership. MIS Q. Executive, 15, 5.
Zeike, S., Bradbury, K.J., Lindert, L., & Pfaff, H. (2019). Digital Leadership Skills and Associations
with Psychological Well-Being. International Journal of Environmental Research and Public Health,
16.
Mihardjo, L.W., Sasmoko, S., Alamsjah, F., & Elidjen, E. (2019). Digital leadership role in
developing business model innovation and customer experience orientation in industry 4.0.
Management Science Letters.
Benitez, J., Arenas, Á.E., López, A.C., & Esteves, J. (2022). Impact of digital leadership capability
on innovation performance: The role of platform digitization capability. Inf. Manag., 59, 103590.
Borah, P.S., Iqbal, S., & Akhtar, S. (2022). Linking social media usage and SME's sustainable
performance: The role of digital leadership and innovation capabilities. Technology in Society.
Erhan, T., Uzunbacak, H.H., & Aydın, E. (2022). From conventional to digital leadership: exploring
digitalization of leadership and innovative work behavior. Management Research Review.
Khaw, T.Y., Teoh, A.P., Abdul Khalid, S.N., & Letchmunan, S. (2022). The impact of digital
leadership on sustainable performance: a systematic literature review. Journal of Management
Development.
Li, W., Liu, K., Belitski, M., Ghobadian, A., & O'Regan, N. (2016). e-Leadership through strategic
alignment: an empirical study of small- and medium-sized enterprises in the digital age. Journal of
Information Technology, 31, 185-206.
Van Wart, M., Roman, A., Wang, X., & Liu, C. (2019). Operationalizing the definition of e-
leadership: identifying the elements of e-leadership. International Review of Administrative
Sciences, 85, 80 - 97.
https://www.haufe.de/personal/hr-management/digital-leadership/merkmale-von-digital-
leadership_80_536632.html
https://www2.deloitte.com/content/dam/Deloitte/at/Documents/strategy/ueberlebensstrategie-
digital-leadership_final.pdf
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