Strategies for digitalized organizations in terms of leadership

Digital technology has had a profound and long-lasting impact on organizations. Digitalization is reshaping organizations, the workplace, and processes in the same way that movable type printing did in the 1800s, posing new problems for leaders to solve. Scholars in the social sciences have been working to unravel the complexities of this complex phenomenon, but their findings have been dispersed and fragmented across different fields, with no clear picture emerging. As a result of this gap in the literature, and in order to promote greater clarity and alignment in the academic debate, this paper examines the contributions made by studies on leadership and digitalization, identifying common themes and findings across various social science disciplines, such as management and psychology. In addition to defining key terms and concepts, it also highlights the most important theories and conclusions reached by academics. As a result, it distinguishes between categories that group papers according to the macro level of analysis (e-leadership and organization), the micro level of analysis (leadership skills in the digital age, and practices for leading virtual teams), and the macro level of analysis (ethical and social movements). Researchers found that leaders are crucial to the development of digital culture because they need to build relationships with numerous and dispersed stakeholders while also focusing on enabling collaborative processes in complex settings while also attending to pressing ethical concerns. A major contribution of this study is that it offers an extensive and systematic review of the digital transformation debate, as well as identifying important future research opportunities to advance knowledge in this field