Table of Contents

Introduction...........................................................................................................................................3
Literature Review..................................................................................................................................3
Effect of Digitalisation on Leaders & Managers of the Organisation.................................................4
Research Methodology..........................................................................................................................6
Introduction
We are currently witnessing the expansion of digital technology into virtually every facet of human
activity, and this trend is expected to continue. As a result of digitization and digital transformation,
it is possible to see both advancements in digital technology and a shift in contemporary society as a
whole. Digital technology has significantly impacted our interactions with one another, with our
education, with our employment and companies, with our voting and administration, and with
scientific study (Mwita and Jonatan, 2020). This has a huge impact on how businesses function, how
services are supplied, and the values consumers get. They have successfully navigated previous
large-scale technological changes, and they are even predicting future challenges (Mwita and
Jonatan, 2020; Petry, 2018). Cloud computing, pervasive computing (such as the Internet of Things
and cyber-physical systems), mobile computing, social media, and new data-exploitation tools and
methods (such as business analytics and machine learning) all enable us to capitalise on the
developments discussed before (Mwita and Jonatan, 2020; Heilig et al., 2017).

Leadership has always interested scholars. Leadership has evolved tremendously throughout the
decades. Contemporary leadership research focuses on the leader, as well as followers, peers,
supervisors, work environment, and culture. For many, leadership is an interpersonal, societal, and
global dynamic. It is no longer an individual trait (Larjovuori et al., 2018). Also, our view of leadership
reflects our understanding of human nature. In contrast to scientific management theory, which
assumes that humans are selfish, and self-serving, contemporary leadership theories assume that
humans are pro-social, self-actualizing, and trustworthy. However, leadership studies are a
heterogeneous field, with ancient concepts (such scientific management) coexisting with newer and
emerging viewpoints (Larjovuori et al., 2018).

Traditional business strategies are being reshaped by digital technology, which makes it possible to
operate from any location, at any time, and in any function. When it comes to chaotic environments,
Pavlou and El Sawy (2010) demonstrated how digital technologies offer a variety of dynamic
capabilities that are well-suited to them. The use of digitalization, according to academics, has been
implemented in a wide range of areas and enterprises (Mwita and Jonatan, 2020). The critical role of
leadership in guiding and assisting a firm through a digital business transformation cannot be
overstated. As previously said, the literature on leadership in the context of digital business
transformation is still in its infancy, as seen by the scarcity of empirical research. On the other hand,
organisational change leadership is a well-studied topic, and the current literature has several useful
principles regarding digital business transformation that may be used (Larjovuori et al., 2018).

Literature Review
Frey and Osborne put a heavy focus on the prospect that all occupations may be automated. This
was noted in their seminal research on the effects of digitalization on various professions, which was
released in 2017. Computing obstacles are mostly occupational abilities that will not be automated,
according to these writers. Managers, who typically must master inventiveness and social
intelligence in order to carry out their jobs, have been determined to be a low-risk category for
computerization (Liu et al, 2020). as described by Felten et al. (2018), a team of researchers focuses
on assessing which certain skills are impacted by new technologies, such as artificial intelligence (AI).
However, neither could they discover anything new regarding whether technology may be utilised as
a replacement for or an addition to human work. further investigation to what has already been
studied by Fossen and Sorgner (2019) is investigating the ways digitalization is impacting professions
(Liu et al., 2020; Frey and Osborne, 2017; Felten et al., 2018). A huge majority of managerial jobs,
based on their analysis, are categorised as being greatly influenced by technological advances and
are therefore considered supplements rather than replacements for innate qualities and skills.
Overall findings were obtained, with managers' duties likely to be completely altered. Interaction
with new technology will be an important component of these changes (Liu et al, 2020).

Additional research has revealed that the continual changing of jobs and tasks because of
digitalization is similar to the previous discoveries (Liu et al, 2020; Arntz et al., 2016; Brynjolfsson et
al., 2018). The study was unable to show how new tasks are created and how task time is freed up
by replacing existing jobs (Liu et al, 2020; Dengler & Matthes, 2018; Frey & Osborne, 2017). Other
research has found that technology helps humans do their jobs better, or alternatively, that people
enhance the technology they use (Liu et al, 2020; SpitzOener, 2006; Arntz et al., 2016; Autor, 2015).
In order for the system to be successful and functional, it is important to take the human component
of the equation into account, because personnel are expected to collaborate with technology (Liu et
al, 2020; Autor, 2015; Johansson et al., 2017; Simic & Nedelko, 2019). Even more importantly,
changes in the way businesses operate due to technological advances call for a renewed emphasis
on the reform of corporate procedures, which is critical. Because of this, the management position
in the workplace is crucial to investigate, along with the influence of digital business transformation
(Liu et al, 2020).

Effect of Digitalisation on Leaders & Managers of the Organisation

In tandem with the advancement of digital technology, the contours of corporate organisations are
evolving. The words "digital transformation" and "digitalization" are equivalent in the context of
information technology (Liu et al, 2020; Fichman et al., 2014). All of these concepts are constructed
on top of digital technology, and business practises will develop as a result of innovation and
digitalization. The term "digital transformation" refers to "major changes in how business is done
that are enabled over time by applying digitalization or digital innovation to an organisation or an
entire sector," according to Osmundsen et al. (2018) (Liu et al, 2020). Organizations must create new
management practises in order to successfully navigate the complex changes required to obtain
competitive advantages (Liu et al, 2020; Matt et al., 2015). The latest cutting-edge technology, such
as artificial intelligence, is now available to managers, who may utilise it to organise data and acquire
a better understanding of their consumers' present behaviour and demand patterns (Liu et al, 2020;
Chisambara, 2018). If possible, while creating a demand forecast, a demand forecasting manager
should aim for high levels of accuracy, which translates into greater profitability and revenue (Liu et
al, 2020; Chisambara, 2018). Because of the huge amounts of data collected throughout the
complicated process of supply chains, many organisations have turned to cognitive-based
technology to aid managers in recognising and meeting consumer requests, among other things. It
has been suggested that the rising significance of information systems is a direct result of the digital
revolution by Osmundsen and colleagues (2018) and Haffke et al. (2017) The notion of bimodal
information technology serves as the foundation for the digital transformation process. Compared to
the traditional approach to IT governance, a second component focuses on adjusting to changes
while simultaneously enhancing the organization's agility and reaction time, which is described as
(Liu et al, 2020; Haffke et al., 2017). It is possible that the establishment of two new divisions to
divide these two areas may improve the digital capabilities of the company. In the opinion of Haffke
and colleagues, if this is done, IT assistance within organisations will become more successful (2017).
Additionally, Ancarani and Di Mauro (2018) point out that the cost savings associated with RPA and
BA will result in an increase in the number of human-robot teams working together. I'm writing to
express my concerns regarding job and assignment division, and I'm particularly concerned about
how individuals will deal with data interpretation and innovative decision-making processes.
Machines, on the other hand, are in charge of data gathering and summary. A recent study
conducted by Ancarani and Di Mauro on managers' relationships with machines found that seeing
machines as colleagues and utilising machines to encourage employee empowerment and cultural
transformation are both critical to organisational success.

Technology also acts as a means to an end for managers, who continue to believe that human
talents, including as decision-making, are required in order to reap the full benefits of technological
advancement (Liu et al, 2020; Chisambara, 2018). It is therefore essential that people and machines
communicate with one another in order to achieve success. The market environment is always
changing, as is the growth of technology, requiring businesses to adapt and respond by ensuring
they have the necessary capabilities to outperform their competitors in order to remain competitive.
The manager's position is not endangered by technological advancement; rather, they are required
to possess a larger variety of talents than they had in the past (Liu et al, 2020). For example, the
issue for workers is to manage personnel who may be obsoleted in a number of ways and with a
range of tools; automation and continual developments in technology result in ambiguous
management practises; self-assessment systems that allow employees to learn and discover
problems with their productivity levels; and sociology (Liu et al, 2020; Gratton, 2016).

The usage of technology in both professional and personal settings, according to Gratton in 2016,
has resulted in an increase in the prevalence of this technology. Respondents to this poll, on the
other hand, highlight the positive elements of technology, such as the ability to establish more
regular and efficient routines. The findings, on the other hand, highlight the problems and
responsibilities that managers face as a result of such workplace digitization initiatives. Virtual teams
made up of individuals from a variety of generations can be difficult to manage since members have
differing perspectives on how to use technology (Liu et al, 2020; Gratton, 2016). Untangling and
addressing the issues at hand will require someone with a diverse range of abilities. Because of the
increasing importance of technology in the workplace, a manager's conventional set of abilities
becomes outmoded unless the manager have adequate technical knowledge to supplement their
traditional talents and competencies (Liu et al, 2020).

Collaboration with digital colleagues, which incorporates the use of technology, helps managers to
cope with complicated data and complex challenges that can be dealt with utilising algorithms by
collaborating with digital colleagues. While demand managers generally provide solutions and
recommendations to their digital partners, according to Chisambara the decision-making process is
fully in the hands of the latter. In spite of the fact that digital partners can streamline regular tasks
and procedures, they usually fall short of the goal, requiring supervisors to step in and bring their
human expertise to the table (Liu et al, 2020; Tarafdar, 2016; Chisambara, 2018).

Technology, according to both Gratton (2016) and Tarafdar (2016), is dramatically lowering the
amount of meaningful work time available in conventional settings by allowing for remote work to
be done. When managers are unable to distinguish whether personal and job-related concerns are
occurring within or outside of work, Tarafdar defines the difficulties connected with remote work as
the outcome of "techno-stress." Through the use of remote work, it is possible to achieve
continuous knowledge and information distribution, which is available even after the workday has
ended. As a result of technological advancements, managers are expected to be technologically
knowledgeable (Liu et al, 2020). Managers are not the only ones who are presented with the issue of
flexible work schedules, as previously stated. Various people have a wide range of interests and
methods when it comes to technological issues. Furthermore, managers must get an understanding
of and empathy for their workers' technology choices, in addition to being more technically aware
themselves. Communication inefficiencies, as a consequence of which misunderstandings, conflict,
and stress will ensue if this is not accomplished (Liu et al, 2020). What all of this boils down to is the
ability and willingness of managers to respond to the effects of digital technology in the workplace
(Liu et al, 2020).

Additionally, according to Kohnke (2017), digitalization will result in changes to management

techniques; managers will be required to have a thorough grasp of digital technology in order to aid
with organisational transformation. It is easier for managers to manage their workloads if they begin
with a laser-like focus on certain tasks and procedures. Coaching, supervising, and supporting
individuals in overcoming adversity are some of the most specialised and task-specific
responsibilities (Liu et al, 2020; Kohnke, 2017). Wokurka et al. (2017) analyse best practises in digital
transformation and highlight hazards, while emphasising the essential components of strategy and
culture that lead to digital success. They also provide recommendations for further research. In their
paper, Wokurka and colleagues emphasise four important issues. Managers and their teams must
have a clear understanding of both short- and long-term digital strategies. Additionally, managers
must find a balance between the advantages and disadvantages of incorporating cultural
characteristics into their organisations. Additionally, in attempting to modernise the workplace,
managers should remember that established habits and beliefs may be difficult to alter, and this
must be taken into consideration while assessing an individual's thoughts and emotions. Managers
must be ready to put in the time and effort necessary to educate their workers to think and act in a
different way, and they must be able to demonstrate these new behaviours themselves (Liu et al,
2020).

Research Methodology
The goal of this essay is to examine how leaders may navigate the complexity and problems brought
forth by digitalization through the application of particular leadership behaviours. As we dive more
into digitization and how to deal with it in general, we learn about its features and the leadership
behaviours that will be required to cope with it in the long run.

Digitalization, the research indicates, is related with unique leadership behaviours and leadership
model characteristics. This chapter will summarise the subject's study and compare it to the
theoretical framework, giving crucial insights and information.

Data
To deal with real-world management challenges and build relevant managerial knowledge for
practise, this thesis employs case studies (Tiggelman, 2017; LeonardBarton, 1990). Yin (2009)
classifies case studies into four types: single, numerous, holistic, and embedded. This research
examines several examples using one unit of analysis (holistic). Twelve in-depth interviews with
leaders will be conducted to have a deeper understanding of their perspectives on digitization and
leadership (Tiggelman, 2017; Bryman & Bell, 2013). These "leaders" will be questioned in three
sessions for 60-90 minutes each. The first portion discusses contemporary organisational challenges
and concerns in a digital environment. The second portion explores leadership answers to these
challenges, and the third segment integrates both components in order to strengthen both
frameworks. The interviews are available to individuals who can freely express themselves and
provide a sufficient coding and analytic structure (Tiggelman, 2017).

Sampling
Selecting the executives from various industry sectors (Tiggelman, 2017; Saunders, 2012) included
purposive sampling so they might have "a diverse range of organisational characteristics to produce
maximum variation in the collected data." The results of this study are intended to give an array of
viewpoints on digitalization and leadership in many industries, thus we may have benefited by
choosing a narrower industry, but we are trying to be as generic as possible (Tiggelman, 2017; Flick,
2014). A general management, human resources, and operations management board was chosen to
serve as an umbrella group for an enterprise that was both vast and complicated. Because time,
money, and goals affect qualitative research, sample size is based on those factors (Tiggelman, 2017;
Patton, 1990). Twelve interviews later, it will be clear that the insights will be discovered. The study
problem was well-covered by the available data.

Hiring an executive search firm makes it much simpler to pitch this initiative to top executives. A
short-term approach will be adopted, in which candidates will be swiftly approached since they have
limited availability. An interview was arranged by LinkedIn, email, and phone, and the candidate had
the last say on the time and place. Interviews all will be recorded and transcribed to assist in the
data analysis and presentation of outcomes. The executives in question will be made aware of the
situation, and as a result, the identities of all individuals, businesses, and company-specific data will
be anonymised (Tiggelman, 2017; Flick, 2014).

Data Analysis and Interpretation

For the data analysis step, we plan to create audio recordings or field notes of the interviews
(Tiggelman, 2017; Miles & Huberman, 1984). To identify patterns, we first determined the dominant
topics in the interview data. During the interviews, common themes developed in the form of
subjects and facts that kept coming up. Themes were utilised to aggressively reduce data and
compress meaning by creating codes (Tiggelman, 2017; Lee, 1999).

The final results were formed from the rest of the data that was organised to adhere to these
patterns that were obviously apparent. After this, Nvivo was ready for data analysis. Themes and
their respective codes can be recognised. The study of the data revealed findings including parallels,
discrepancies, and theory-relevant material (Tiggelman, 2017; Ryan & Bernard, 2003). The last thing
done to the theory was to tie it to the interview data to avoid the theoretical framework from
overlooking certain topics.

Having found the underlying themes and combined codes, we researched and used the themes
where appropriate. Lacking ideas that are widely supported may be removed from the overall list of
ideas. This thesis finished with the use of remaining sources, topics, and references. The five-phase
paradigm put forward by Braun and Clarke was followed in each of these phases (Tiggelman, 2017).

Conclusion
This summary offers an overview of the results of a research focused on the impact of leadership on
the digital transformation of organisations. An in-depth interview process was used to elicit
information about the organisations' digital transformation priorities. The report outlines four core
concepts: strategic planning and implementation, cultural shifts that drive change, support, and
leadership of networks. The findings highlight the wide and comprehensive character of digital
development and leadership since the themes highlighted focus on digital transformation at the
strategic, cultural, oversight and network levels. Conclusions This study's findings offer essential
information on the service industry's organisational digitalization and the challenging task of
leadership therein, which is discussed in more depth below. The report presents the most important
leadership priorities for companies experiencing digital business transformation.
Personal Development Plan
This study helped us to learn more about the skills and talents required to become an IT
professional. I couldn't complete the job because I lacked the necessary skills. My ability to succeed
in my job is dependent on my ability to learn about IT business management; data science tasks will
be easier for me to complete as I acquire new data science talents. Conducting a SWOT analysis has
allowed me to recognise the abilities and skills I need to develop to become a successful IT
consultant. Additionally, keep your research on the path to becoming a powerful unicorn data
scientist going. If feasible, please improve my skills in accordance with the job's requirements and
complete the project on time.

About Myself

Rani Bommidi, electronic and communications engineering graduate, concluded my graduation. I've

always been drawn to the electronics and communications field, particularly anything linked to
hardware and software. One of my final-year projects, which focuses on environmental monitoring
with the use of a cyber-physical system, makes me want to explore the realm of computer science
and cyber-security. Most of the project relies on cloud storage and IoT integration (IoT). My project-
management role required me to collect a significant amount of information and conduct a
successful research study.

My professional objective is to become a successful unicorn data scientist by continuing to expand

my expertise. Data scientists assist the company in understanding consumer requirements and
wants. The product or service will enable the company to get clients' attention. Being a data scientist
means understanding that the data cleansing stage is vital for business choices. Proper use of various
data cleansing methods and methodologies enables successful data cleansing and decision-making.

Strengths

 A fast learning capability is encouraged to rapidly master the new subject.

 My data cleansing processes using Python have been aided by online classes.
 One of the main benefits of this programme is helping students understand data better.
 My data cleansing processes were enhanced by my management skills and leadership
talents.
 The need for data visualisation awareness.
 utilising cutting-edge technology and techniques to clean data and keep it up-to-date

Weakness

 Time spent on research-related activities.

 Erroneous customization of data analytics outputs.
 a lack of technological advances and research
 difficulty with developing programmes and with numbers
 The inability to concentrate and lack of patience when reading about data science issues.

Objectives

 Python programming for data mining and website creation.

  Learning the Hadoop framework helps ensure the memory is protected when data
surpasses.
 Know about data visualisation and the tactics of company.
 Develop an understanding of the R programming language, as well as machine learning and
artificial intelligence (AI) languages, in order to analyse huge volumes of data.
 To get an understanding of how to clean data using Open refine's data cleaning tool.\

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Jakubik, M., 2020. How can practical wisdom manifest itself in five fundamental management and
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