Assignment # 2

THEORITICAL ARTICLE : SUMMARIZATION

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ScienceDirect
Procedia Manufacturing 43 (2020) 543–550

17th Global Conference on Sustainable Manufacturing

Characteristics and Skills of Leadership in the Context of

Industry 4.0
Valeria E Guzmána*, Bernd Muschardb, Mateus Gerolamoa, Holger Kohlb,
Henrique Rozenfelda
a
University of São Paulo, Av. Trabalhador Sancarlense- 400, São Carlos 13566-590, Brazil
b
Technische Universität Berlin, Straße des 17. Juni 135, 10623 Berlin, Germany

In order to effectively foster an innovation culture in an organization, leadership is

required. As a result, leaders play a critical role in the Industry 4.0 paradigm change. In
the context of Industry 4.0, the aim of this paper is to present key leadership
characteristics and skills. It was primarily focused on a study of the literature on
leadership and Industry 4.0. As a result of this research, ten leadership characteristics
for industry 4.0 have been identified, as well as their relationships with four leadership
skill groups: cognitive skills, interpersonal skills, business skills, and strategic skills.
These skills could be considered criteria for leaders in the transition to Industry 4.0 by
organizations.
We selected and reviewed key words that could reflect the "characteristics" of
leadership 4.0 based on the analytical approach to leadership in the I4.0 sense sourced
from datasets such as WoS and Scopus. The qualities that leaders need to
communicate in I4.0 environments were also established as factors for learning these
characteristics.
For this analysis, we evaluated the leadership skills from Table 1 using a subjective
understanding based on each skill's position definition as quoted by [35] and related
them to leadership 4.0 characteristics based on their meaning and description. As a
result, the skills selected for each attribute make for a better understanding of the task
of the talent when it is put into practice. The skills were selected based on the amount of
times each skill was related to leadership characteristics in I4.0. The criterion used to
describe this relation is skills with higher rates of interactions.
Figure 1 depicts the interaction between the ten leadership characteristics (which reflect
Leadership 4.0 or leader's characteristics in an I4.0 setting, as outlined in section 2.2)
and the necessary skills (Table 1), which are divided into four categories: cognitive
skills, organizational skills, business skills, and strategic skills [35].
For the cognitive group (CS), the important skills are: speaking (CS1), Active listening
(CS2), Active learning (CS5) and critical thinking (CS6. In the group of interpersonal
leadership (IS), the more distinguished skills are: negotiation (IS3), Persuasion (IS4)
and social perception (IS1). For a group of strategic leadership (SS), the more
highlighted skills are: visioning (SS1), the identification of key causes (SS5), the system
evaluation (SS3) and solution appraisal (SS7). In contrast, the estimated relationship
between the business leadership skills group (BS) and the leadership 4.0 characteristic
support the management of personnel resources (BS2), the management of financial
resources (BS3), the management of material resources (BS4) and the operations analysis
skill (BS1). However, since leaders must work with and use technology demanded by I4.0,
technological expertise may be included in future studies.
The findings of this study will help leaders evolve in a digital world by further
understanding and enabling the advancement of these abilities, putting them into effect,
and thereby maintaining and building the ten characteristics of leaders 4.0 summarized
in this study.