REQUISITOS DE LIDERANÇA COLABORATIVA E TRANSFORMACIONAL EM ECOSSISTEMAS DIGITAIS: LÍDERES TECNO-ORQUESTRADORES EM UM MUNDO VUCA

Begeç, Suat; Akyuz, Goknur Arzu

doi:10.1590/S0034-759020230505x

Acessibilidade / Reportar erro

Brasil

Revista de Administração de Empresas

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Brasil

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Sumário

ARTIGOS • Rev. adm. empres. 63 (5) • 2023 • https://doi.org/10.1590/S0034-759020230505x copiar

REQUISITOS DE LIDERANÇA COLABORATIVA E TRANSFORMACIONAL EM ECOSSISTEMAS DIGITAIS: LÍDERES TECNO-ORQUESTRADORES EM UM MUNDO VUCA

Autoria SCIMAGO INSTITUTIONS RANKINGS

RESUMO

No atual mundo digital e cada vez mais conectado em rede, o ambiente de negócios está sendo transformado em ecossistemas de parceiros onde há conectividade digital, dados em tempo real, compartilhamento de informações e visibilidade. Nesse contexto, os parceiros estão cada vez mais dependentes, a colaboração em rede vêm tornando-se um fator de sucesso fundamental, e os paradigmas de gestão, organização e liderança estão mudando radicalmente. Este estudo investiga os requisitos da liderança nessas condições colaborativas, transformacionais e de grande intensidade tecnológica. Por meio de uma revisão sistemática, o estudo apresenta os principais requisitos de liderança, as práticas de liderança desejadas e os perfis de líderes que se tornam bem-sucedidos nesse contexto, desenvolvendo um modelo conceitual. Os resultados revelam que os requisitos de liderança para o ecossistema digital atual são totalmente diferentes do entendimento tradicional de liderança, e a orquestração destaca-se como um conceito-chave. Este estudo é relevante por oferecer uma revisão abrangente da literatura e por desenvolver um modelo conceitual.

Palavras-chave:
colaboração; digitalização; liderança; requisitos; VUCA

Artigos de jornal	Livro/Capítulo de livro	Relatório/Estudo técnico	Paper apresentado em conferência/ congresso	Dissertação/ Tese	TOTAL
98	12	11	1	1	123

Requisitos	Características de liderança	Referências
Essenciais	• Perspectiva estratégica • Visão/Previsão • Pensamento sistêmico/perspectiva holística • Perspectiva global/universal • Ser analítico e metódico (análise, síntese, interpretação e avaliação) • Habilidades para resolução de problemas • Comportamento ambidestro • Orientação para resultados e facilitação do caminho para a implementação • Orientação interdisciplinar e multidisciplinar • Foco em habilidades híbridas em estratégia, gestão de negócios e alinhamento de TI • Abertura para discussão, negociação e consenso • Alerta às questões ambientais e monitoramento do meio ambiente • Carisma e poder de influência	(Antonakis & House, 2014Antonakis, J., & House, J. R. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 746-771. https://doi.org/10.1016/j.leaqua.2014.04.005 https://doi.org/10.1016/j.leaqua.2014.04... ; Cortellazzo et al., 2019Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 https://doi.org/10.3389/fpsyg.2019.01938... ; Gomes, 2014Gomes, A. R. (2014). Transformational leadership: Theory, research, and application to sports. In Mohiyeddini, C. (Ed.), Contemporary topics and trends in the psychology of sports (pp. 53-114). Nova Science Publishers. https://www.researchgate.net/publication/310794991_Transformational_leadership_Theory_research_and_application_to_sports https://www.researchgate.net/publication... ; Horney et al., 2010Horney, N., Pasmore, B., & O’Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. https://luxorgroup.fr/coaching/wp-content/uploads/Leadership-agility-model.pdf https://luxorgroup.fr/coaching/wp-conten... ; KPMG, 2017KPMG. (2017). The route to digital business leadership [Survey]. KPMG International Cooperative. https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/09/the-route-to-digital-business-leadership.pdf https://assets.kpmg/content/dam/kpmg/xx/... ; Lad, 2017Lad, L.J. (2017). Re-thinking collaboration: Crossing boundaries to create a better future. Knowledge Management in the 21st Century: Resilience, creativity and co-creation,761–770. In IFKAD 2017, 12 th International Forum on Knowledge Assets Dynamics. Knowledge Management in the 21 th century: resilience, creativity and co-creation. Proceeding Book (Eds: Spender, JC., Schiuma, G. and Gavrilova, T. 7), June 2017, St. Petersburg Russia, https://publications.hse.ru/en/books/206787669 https://publications.hse.ru/en/books/206... ; Luo et al., 2018Luo, B., Zheng, S., Ji, H., & Liang, L. (2018). Ambidextrous leadership and TMT-member ambidextrous behavior: The role of TMT behavioral integration and TMT risk propensity. The International Journal of Human Resource Management, 29(2), 338-359. https://doi.org/10.1080/09585192.2016.1194871 https://doi.org/10.1080/09585192.2016.11... ; Oberer & Erkollar, 2018Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International Journal of Organizational Leadership, 7(4), 404-412. https://doi.org/10.33844/ijol.2018.60332 https://doi.org/10.33844/ijol.2018.60332... ; UCISL, 2017University of Cambridge Institute for Sustainability Leadership. (2017). Global definitions of leadership and theories of leadership development: Literature Review. University of Cambridge Institute for Sustainability Leadership. https://www.cisl.cam.ac.uk/resources/sustainability-leadership/global-definitions-of-leadership https://www.cisl.cam.ac.uk/resources/sus... ; Vought, 2017Vought, W. X. (2017). E-leadership in practice: The components of transformational leadership in virtual business environments (Dissertation, St. John Fisher College). https://fisherpub.sjfc.edu/cgi/viewcontent.cgi?article=1326&context=education_etd https://fisherpub.sjfc.edu/cgi/viewconte... ; Yücebalkan, 2018Yücebalkan, B. (2018). Digital leadership in the context of digitalization and digital transformations. In Current academic studies in social science 2018, Eds. Eryılmaz, B., Özlü, K., Keskin, Y.B., Yücetürk, C. (8th ed., Vol. 1, pp. 489-505). Gece Kitaplığı. https://www.academia.edu/38309825/Digital_leadership_in_the_context_of_digitalization_and_digital_transformations https://www.academia.edu/38309825/Digita... )
Centrado em tecnologia (Conhecimento e conscientização sobre tecnologia, habilidades digitais, alfabetização digital, competências digitais)	• Conscientização e conhecimento das tecnologias atuais, oportunidades e restrições relacionadas [nuvem, análise de big data, análise preditiva do consumidor baseada na web, segurança cibernética, IoT, I-4.0, inteligência, desenvolvimento de aplicativos móveis, computação e codificação, integração de aplicativos empresariais, impressão 3D, robótica, automação, veículos autônomos, blockchain, ferramentas de colaboração na web, IA, realidade aumentada] • Alfabetização web e móvel • Competência em mídias sociais • Competência Fintech • Análise de big data, especialmente para gerenciamento de relacionamento com clientes • Eficácia na seleção e investimento em tecnologias e infraestruturas disruptivas • Conscientização sobre segurança, compartilhamento de dados confidenciais e segurança cibernética • Aprendizado de habilidades técnicas ao longo da vida	(Akyuz & Gursoy, 2018Akyuz, G. A., & Gursoy, G. (2018). Opportunities and Challenges in supply chain collaboration with blockchain. In IRDITECH 2018 Uluslararası Ar-Ge, İnovasyon ve Teknoloji Yönetimi Kongresi Bildiriler Kitabı (Eds. Gursoy, G., Ensari, M.Ş.). 121–128. https://okan.edu.tr/uploads/pages/bildirikitapcigi/bildiri-kitapcigi-19102018-1.pdf https://okan.edu.tr/uploads/pages/bildir... , 2019Akyuz, G. A., & Gursoy, G. (2019). Becoming Smart, innovative, and socially responsible in supply chain collaboration. In Advanced methodologies and technologies in business operations and management, (Ed. Mehdi Khosrow-Pour) (pp. 919-941). IGI Global. https://www.igi-global.com/viewtitlesample.aspx?id=212170&ptid=206307&t=Becoming%20Smart,%20Innovative,%20and%20Socially%20Responsible%20in%20Supply%20Chain%20Collaboration&isxn=9781522573623 https://www.igi-global.com/viewtitlesamp... , 2020Akyuz, G. A., & Gursoy, G. (2020). Transformation of supply chain activities in blockchain environment. In U. Hacioglu (Ed.), Digital business strategies in blockchain ecosystems (pp. 153-175). Springer International Publishing. https://doi.org/10.1007/978-3-030-29739-8_8 https://doi.org/10.1007/978-3-030-29739-... ; Cortellazzo et al., 2019Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 https://doi.org/10.3389/fpsyg.2019.01938... ; EY, 2014EY. (2014). Sustaining digital leadership! (Research & Analysis N.2; Digital Leadership Study Series). EY’s Global Technology Center and Global Media & Entertainment Center.; Kotarba, 2018Kotarba, M. (2018). Digital transformation of business models. Foundations of Management, 10(1), 123-142. https://doi.org/10.2478/fman-2018-0011 https://doi.org/10.2478/fman-2018-0011... ; KPMG, 2017KPMG. (2017). The route to digital business leadership [Survey]. KPMG International Cooperative. https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/09/the-route-to-digital-business-leadership.pdf https://assets.kpmg/content/dam/kpmg/xx/... ; Rosin et al., 2020Rosin, F., Forget, P., Lamouri, S., & Pellerin, R. (2020). Impacts of industry 4.0 technologies on lean principles. International Journal of Production Research, 58(6), 1644-1661. https://doi.org/10.1080/00207543.2019.1672902 https://doi.org/10.1080/00207543.2019.16... ; Roubini ThoughtLab, 2017Roubini ThoughtLab. (2017). The path to digital leadership (Wealth and Asset Management 2022) [Econsult Solutions]. Roubini ThoughtLab. https://www.broadridge.com/_assets/pdf/wealth-and-asset-management-2022-the-path-to-digital-leadership.pdf https://www.broadridge.com/_assets/pdf/w... ; Satalkina & Steiner, 2020Satalkina, L., & Steiner, G. (2020). Digital entrepreneurship and its role in innovation systems: A systematic literature review as a basis for future research avenues for sustainable transitions. Sustainability, 12(7), 2764. https://doi.org/10.3390/su12072764 https://doi.org/10.3390/su12072764... ; UCISL, 2017University of Cambridge Institute for Sustainability Leadership. (2017). Global definitions of leadership and theories of leadership development: Literature Review. University of Cambridge Institute for Sustainability Leadership. https://www.cisl.cam.ac.uk/resources/sustainability-leadership/global-definitions-of-leadership https://www.cisl.cam.ac.uk/resources/sus... ; Wilson, 2004Wilson, E. J. (2004). Leadership in the Digital Age. In G. Goethals, G. Sorenson, & J. Burns (Eds.), Encyclopedia of leadership. SAGE Publications, Inc. https://doi.org/10.4135/9781412952392.n199 https://doi.org/10.4135/9781412952392.n1... ; Winkelhaus & Grosse, 2020Winkelhaus, S., & Grosse, E. H. (2020). Logistics 4.0: A systematic review towards a new logistics system. International Journal of Production Research, 58(1), 18-43. https://doi.org/10.1080/00207543.2019.1612964 https://doi.org/10.1080/00207543.2019.16... ; Yücebalkan, 2018Yücebalkan, B. (2018). Digital leadership in the context of digitalization and digital transformations. In Current academic studies in social science 2018, Eds. Eryılmaz, B., Özlü, K., Keskin, Y.B., Yücetürk, C. (8th ed., Vol. 1, pp. 489-505). Gece Kitaplığı. https://www.academia.edu/38309825/Digital_leadership_in_the_context_of_digitalization_and_digital_transformations https://www.academia.edu/38309825/Digita... )
Colaborativo	• Perspectiva em rede e para além da empresa (consciência estendida dos limites organizacionais e de liderança) • Orientação de parceria de longo prazo • Criação de uma rede transparente de comunicação e informação baseada na confiança • Envolver vários parceiros/stakeholders na tomada de decisões • Facilitar ecossistemas colaborativos baseados em projetos, redes e organizações transitórias • Formar um ecossistema de capacidades e implantar recursos de acordo com a competência • Tomada de decisão para ecossistemas de negócios em vez de empresas individuais • Uso estratégico da digitalização • Promover uma cultura colaborativa dentro do ecossistema • Consciência para liderança de rede, com habilidades de relacionamento em rede • Facilitar a liderança para equipes virtuais e globais que colaboram para além de barreiras relacionadas a diversidade e heterogeneidade • Reconhecer e aproveitar oportunidades • Engajar-se ativamente na resolução conjunta de problemas e tratamento de conflitos por consenso em um ambiente multicultural e de múltiplas parcerias • Gerenciar riscos, incertezas e dilemas de forma colaborativa • Construir parcerias com base na valorização da confiança mútua, respeito e obrigações • Orquestrar o ecossistema	(Akyuz & Erkan, 2010Akyuz, G. A., & Erkan, T. E. (2010). Supply chain performance measurement: A literature review. International Journal of Production Research, 48(17), 5137-5155. https://doi.org/10.1080/00207540903089536 https://doi.org/10.1080/0020754090308953... ; Akyuz & Gursoy, 2014Akyuz, G. A., & Gursoy, G. (2014). Role of management control and trust formation in supply network collaboration. International Journal of Collaborative Enterprise, 4(3), 137. https://doi.org/10.1504/IJCENT.2014.066320 https://doi.org/10.1504/IJCENT.2014.0663... , 2019Akyuz, G. A., & Gursoy, G. (2019). Becoming Smart, innovative, and socially responsible in supply chain collaboration. In Advanced methodologies and technologies in business operations and management, (Ed. Mehdi Khosrow-Pour) (pp. 919-941). IGI Global. https://www.igi-global.com/viewtitlesample.aspx?id=212170&ptid=206307&t=Becoming%20Smart,%20Innovative,%20and%20Socially%20Responsible%20in%20Supply%20Chain%20Collaboration&isxn=9781522573623 https://www.igi-global.com/viewtitlesamp... ; Chen et al., 2013Chen, J., Sohal, S. A., & Prajogo, I. D. (2013). Supply chain operational risk mitigation: A collaborative approach. International Journal of Production Research, 51(7), 2186-2199. https://doi.org/10.1080/00207543.2012.727490 https://doi.org/10.1080/00207543.2012.72... ; Cortellazzo et al., 2019Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 https://doi.org/10.3389/fpsyg.2019.01938... ; Dubey et al., 2020Dubey, R., Gunasekaran, A., Bryde, D. J., Dwivedi, Y. K., & Papadopoulos, T. (2020). Blockchain technology for enhancing swift-trust, collaboration and resilience within a humanitarian supply chain setting. International Journal of Production Research, 58(11), 3381-3398. https://doi.org/10.1080/00207543.2020.1722860 https://doi.org/10.1080/00207543.2020.17... ; Faccin et al., 2020Faccin, K., Wegner, D., & Balestrin, A. (2020). How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time. Creativity and Innovation Management, 29(1), 161-177. https://doi.org/10.1111/caim.12355 https://doi.org/10.1111/caim.12355... ; Fawcett et al., 2011Fawcett, S. E., Wallin, C., Allred, C., Fawcett, A. M., & Magnan, G. M. (2011). Information technology as an enabler of supply chain collaboration: A dynamic-capabilities perspective. Journal of Supply Chain Management, 47(1), 38-59. https://doi.org/10.1111/j.1745-493X.2010.03213.x https://doi.org/10.1111/j.1745-493X.2010... ; Fenton et al., 2020Fenton, K., Saksena, A., Pawlowski, B. 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Transformacional	• Vontade/abertura e capacidade de aprender e mudar • Ser orientado para as pessoas e técnico • Uso da tecnologia para crescimento organizacional e competitividade • Repensar sobre estratégia e modelos de negócios, estrutura, produtos, TI, plataformas corporativas, mentalidades, conjuntos de habilidades e locais de trabalho. • Reengenharia nas dimensões de pessoal, processos, tecnologia e estrutura • Transformar estruturas existentes por meio de processos criativos, equipes multidisciplinares, flexíveis e com parcerias cruzadas • Criação de uma visão, estratégia e plano de transformação digital transformadora em toda a empresa • Avaliar a disposição da empresa para mudança • Gerenciar DT fornecendo liderança para orientar e implementar processos digitais • Gerenciar mudanças disruptivas • Atuar como modelos • Treinamento e mentoria • Assumir uma função de agente de mudança digital • Inspirar, motivar e estimular pessoas considerando indivíduos • Gerenciar a mudança cultural para criar e promover uma cultura digital • Realização de simulações e criação de cenários hipotéticos sob condições VUCA • Gerenciamento de desafios multidimensionais de implementação para sistemas de reengenharia • Monitorar e avaliar o desempenho	(Afsar et al., 2017Afsar, B., Badir, Y., Saeed, B., & Hafeez, S. (2017). Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries. International Journal of Human Resource Management, 28(2), 307-332. https://doi.org/10.1080/09585192.2016.1244893 https://doi.org/10.1080/09585192.2016.12... ; Alharbi et al., 2020Alharbi, I. B., Jamil, R., Mahmood, N. H. N., & Shaharoun, A. M. (2020). Transformational leadership’s impact on organizational innovation: The mediating role of management control system. Global Business Review, Online published first, July 15, 2020, 1-16, 097215092093464. https://doi.org/10.1177/0972150920934640 https://doi.org/10.1177/0972150920934640... ; Amin et al., 2019Amin, B., Hakimah, Y., Madjir, S., & Noviantoro, D. (2019). The role of transformation leadership in enhancing corporate sustainability capabilities and sustainable supply chain management. Polish Journal of Management Studies, 20(2), 83-92. https://doi.org/10.17512/pjms.2019.20.2.07 https://doi.org/10.17512/pjms.2019.20.2.... ; Anderson & Sun, 2017Anderson, H. M., & Sun, Y. T. P. (2017). Reviewing leadership styles: Overlaps and the need for a new ‘full-range’ theory: International Journal of Management Reviews, 19(1), 76-96. https://doi.org/10.1111/ijmr.12082 https://doi.org/10.1111/ijmr.12082... ; Antonakis & House, 2014Antonakis, J., & House, J. R. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 746-771. https://doi.org/10.1016/j.leaqua.2014.04.005 https://doi.org/10.1016/j.leaqua.2014.04... ; Atan & Mahmood, 2019Atan, J. bin, & Mahmood, N. H. N. (2019). The role of transformational leadership style in enhancing employees’ competency for organization performance. Management Science Letters, 9(13), 2191-2200. https://doi.org/10.5267/j.msl.2019.7.033 https://doi.org/10.5267/j.msl.2019.7.033... ; Bambale et al., 2011Bambale, A. J., Shamsudin, F. M., & Subramaniam, A. C. (2011). Stimulating organizational citizenship behavior research for theory development: Exploration of leadership paradigms. International Journal of Academic Research in Business and Social Sciences, 1(3 Special), 38-59. https://core.ac.uk/download/pdf/42984361.pdf https://core.ac.uk/download/pdf/42984361... ; Chen et al., 2019Chen, J.-X., Sharma, P., Zhan, W., & Liu, L. (2019). Demystifying the impact of CEO transformational leadership on firm performance: Interactive roles of exploratory innovation and environmental uncertainty. Journal of Business Research, 96, 85-96. https://doi.org/10.1016/j.jbusres.2018.10.061 https://doi.org/10.1016/j.jbusres.2018.1... ; Chou, 2019Chou, P. (2019). 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How transformational leadership facilitates innovation capability: The mediating role of employees’ psychological capital. Leadership & Organization Development Journal, 41(4), 481-499. https://doi.org/10.1108/LODJ-06-2019-0245 https://doi.org/10.1108/LODJ-06-2019-024... ; Li et al., 2015Li, C.-R., Lin, C.-J., & Tien, Y.-H. (2015). CEO transformational leadership and top manager ambidexterity: An empirical study in Taiwan SMEs. Leadership & Organization Development Journal, 36(8), 927-954. https://doi.org/10.1108/LODJ-03-2014-0054 https://doi.org/10.1108/LODJ-03-2014-005... ; Majeed et al., 2017Majeed, N., Ramayah, T., Mustamil, N., Nazri, M., & Jamshed, S. (2017). Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator. Management & Marketing, 12(4), 571-590. https://doi.org/10.1515/mmcks-2017-0034 https://doi.org/10.1515/mmcks-2017-0034... ; Mangundjaya & Adiansyah, 2018Mangundjaya, W. L., & Adiansyah, A. (2018). The impact of trust on transformational leadership and commitment to change. Advanced Science Letters, 24(1), 493-496. https://doi.org/10.1166/asl.2018.12048 https://doi.org/10.1166/asl.2018.12048... ; Matt et al., 2015Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339-343. https://doi.org/10.1007/s12599-015-0401-5 https://doi.org/10.1007/s12599-015-0401-... ; Oberer & Erkollar, 2018Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International Journal of Organizational Leadership, 7(4), 404-412. https://doi.org/10.33844/ijol.2018.60332 https://doi.org/10.33844/ijol.2018.60332... ; Ojha et al., 2018Ojha, D., Acharya, C., & Cooper, D. (2018). Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty. 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Participativo	• Ser orientado para o ser humano • Valorizar o trabalho em equipe • Valorizar a liderança compartilhada • Valorizar dentro da empresa e além fronteiras, empoderamento e participação • Gerenciar times multiculturais e em multiparceria • Desenhar redes de competências e inteligência entre parceiros • Gerenciar a competência da equipe e alocação de tarefas de acordo com habilidades e capacidades • Garantir transparência e confiança relacional • Valorizar expertise, cultura e desenvolvimento de talentos • Proporcionar autonomia aos funcionários, apoiando o trabalho individual • Contar com colaboradores e equipes com autorresponsabilidade por comportamento proativo e inovação • Proporcionar liberdade para experimentar e aprender com as falhas • Formação contínua	(Cortellazzo et al., 2019Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 https://doi.org/10.3389/fpsyg.2019.01938... ; Horney et al., 2010Horney, N., Pasmore, B., & O’Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. https://luxorgroup.fr/coaching/wp-content/uploads/Leadership-agility-model.pdf https://luxorgroup.fr/coaching/wp-conten... ; Kane et al., 2015Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation (MIT Sloan Management Review) [Research]. Deloitte University Press. https://www2.deloitte.com/content/dam/Deloitte/fr/Documents/strategy/dup_strategy-not-technology-drives-digital-transformation.pdf https://www2.deloitte.com/content/dam/De... ; Khan, 2016Khan, S. (2016). Leadership in the digital age: A study on the effects of digitalisation on top management leadership (Master Thesis 30 HP, Stockholm University). https://su.diva-portal.org/smash/get/diva2:971518/FULLTEXT02.pdf https://su.diva-portal.org/smash/get/div... ; Lilian, 2014Lilian, S. C. (2014). Virtual teams: Opportunities and challenges for e-leaders. Procedia - Social and Behavioral Sciences, 110, 1251-1261. https://doi.org/10.1016/j.sbspro.2013.12.972 https://doi.org/10.1016/j.sbspro.2013.12... ; Mitchell, 2012Mitchell, A. (2012). Interventions for effectively leading in a virtual setting. Business Horizons, 55(5), 431-439. https://doi.org/10.1016/j.bushor.2012.03.007 https://doi.org/10.1016/j.bushor.2012.03... ; Morrison-Smith & Ruiz, 2020Morrison-Smith, S., & Ruiz, J. (2020). Challenges and barriers in virtual teams: A literature review. SN Applied Sciences, 2(6), 1096. https://doi.org/10.1007/s42452-020-2801-5 https://doi.org/10.1007/s42452-020-2801-... ; Oberer & Erkollar, 2018Oberer, B., & Erkollar, A. (2018). Leadership 4.0: Digital leaders in the age of industry 4.0. International Journal of Organizational Leadership, 7(4), 404-412. https://doi.org/10.33844/ijol.2018.60332 https://doi.org/10.33844/ijol.2018.60332... ; Rao, 2016Rao, M. S. (2016). Collaborate to build effective teams to achieve organizational excellence and effectiveness. Industrial and Commercial Training, 48(1), 24-28. https://doi.org/10.1108/ICT-01-2015-0010 https://doi.org/10.1108/ICT-01-2015-0010... ; Liebert & Trzeciak, 2019Liebert, F., & Trzeciak, M., & (2019). Virtual temporary collaboration networks: A case study of the IT industry. Problemy Zarządzania – Management Issues, 5(85), 56-73. https://doi.org/10.7172/16449584.85.4 https://doi.org/10.7172/16449584.85.4... ; UCISL, 2017University of Cambridge Institute for Sustainability Leadership. (2017). Global definitions of leadership and theories of leadership development: Literature Review. University of Cambridge Institute for Sustainability Leadership. https://www.cisl.cam.ac.uk/resources/sustainability-leadership/global-definitions-of-leadership https://www.cisl.cam.ac.uk/resources/sus... ; Vought, 2017Vought, W. X. (2017). E-leadership in practice: The components of transformational leadership in virtual business environments (Dissertation, St. John Fisher College). https://fisherpub.sjfc.edu/cgi/viewcontent.cgi?article=1326&context=education_etd https://fisherpub.sjfc.edu/cgi/viewconte... ; Webber & Webber, 2015Webber, S. S., & Webber, D. S. (2015). Launching and leading intense teams. Business Horizons, 58(4), 449-457. https://doi.org/10.1016/j.bushor.2015.03.009 https://doi.org/10.1016/j.bushor.2015.03... ; Yücebalkan, 2018Yücebalkan, B. (2018). Digital leadership in the context of digitalization and digital transformations. In Current academic studies in social science 2018, Eds. Eryılmaz, B., Özlü, K., Keskin, Y.B., Yücetürk, C. (8th ed., Vol. 1, pp. 489-505). Gece Kitaplığı. https://www.academia.edu/38309825/Digital_leadership_in_the_context_of_digitalization_and_digital_transformations https://www.academia.edu/38309825/Digita... )
Focado em Agilidade	• Velocidade, condicionamento físico, flexibilidade e capacidade de resposta no mundo VUCA • Gerenciar incertezas e riscos de forma colaborativa • Antecipar mudanças e iniciar ações no mundo VUCA • Ser centrado no cliente, valorizando as relações com o cliente e o envolvimento do cliente para uma experiência de cliente omnicanal perfeita • Ser orientado para o serviço • Modularidade, velocidade, escalabilidade e confiabilidade com forte integração de arquiteturas de TI	(EY, 2014EY. (2014). Sustaining digital leadership! (Research & Analysis N.2; Digital Leadership Study Series). EY’s Global Technology Center and Global Media & Entertainment Center.; Horney et al., 2010Horney, N., Pasmore, B., & O’Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. https://luxorgroup.fr/coaching/wp-content/uploads/Leadership-agility-model.pdf https://luxorgroup.fr/coaching/wp-conten... ; KPMG, 2017KPMG. (2017). The route to digital business leadership [Survey]. KPMG International Cooperative. https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/09/the-route-to-digital-business-leadership.pdf https://assets.kpmg/content/dam/kpmg/xx/... ; Lawrence, 2013Lawrence, K. (2013). Developing leaders in a VUCA environment [Executive Development]. Ke-nan-Flagler Business School. https://www.emergingrnleader.com/wp-content/uploads/2013/02/developing-leaders-in-a-vuca-environment.pdf https://www.emergingrnleader.com/wp-cont... ; Roubini ThoughtLab, 2017Roubini ThoughtLab. (2017). The path to digital leadership (Wealth and Asset Management 2022) [Econsult Solutions]. Roubini ThoughtLab. https://www.broadridge.com/_assets/pdf/wealth-and-asset-management-2022-the-path-to-digital-leadership.pdf https://www.broadridge.com/_assets/pdf/w... ; Slagmulder & Devoldere, 2018Slagmulder, R., & Devoldere, B. (2018). Transforming under deep uncertainty: A strategic perspective on risk management. Business Horizons, 61(5), 733-743. https://doi.org/10.1016/j.bushor.2018.05.001 https://doi.org/10.1016/j.bushor.2018.05... ; Tanniru, 2018Tanniru, M. R. (2018). Digital leadership. In M. Pomffyova (Ed.), Management of information systems. Chapter 6, pp. pp. 93-109. InTech. https://doi.org/10.5772/intechopen.76045 https://doi.org/10.5772/intechopen.76045... ; Yücebalkan, 2018Yücebalkan, B. (2018). Digital leadership in the context of digitalization and digital transformations. In Current academic studies in social science 2018, Eds. Eryılmaz, B., Özlü, K., Keskin, Y.B., Yücetürk, C. (8th ed., Vol. 1, pp. 489-505). Gece Kitaplığı. https://www.academia.edu/38309825/Digital_leadership_in_the_context_of_digitalization_and_digital_transformations https://www.academia.edu/38309825/Digita... )
Focado em Inovação	• Ser centrado na inovação • Equilibrar o crescimento e o risco relacionado com a inovação • Promover uma cultura sustentada de inovação inspirando a criatividade • Ter uma mentalidade que permite e recompensa o empreendedorismo interno e o intraempreendedorismo • Pensamento divergente pela aplicação de novos métodos e instrumentos • Valorizar o desenvolvimento de talentos digitais • Inovação para o ecossistema, coinovação aberta	(Agger et al., 2015Agger, A., Damgaard, B., Krogh, A., & Sørensen, E. (Eds.). (2015). Collaborative governance and public innovation in Northern Europe. Bentham Science Publisher. https://doi.org/10.2174/97816810801301150101 https://doi.org/10.2174/9781681080130115... ; Arun et al., 2021Arun, K., Begeç, S., & Okun, O. (2021). Intrapreneurial behaviors of organizational members – A conceptual view: How contextual expectations can explain the entrepreneurship roles in organizations? Journal of Research in Marketing and Entrepreneurship, 23(1), 24-40. https://doi.org/10.1108/JRME-09-2019-0074 https://doi.org/10.1108/JRME-09-2019-007... ; Begeç & Arun, 2020Begeç, S., & Arun, K. (2020). The bottleneck of intrapreneurship: Are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view. Journal of Entrepreneurship in Emerging Economies, 13(1), 131-151. https://doi.org/10.1108/JEEE-08-2019-0120 https://doi.org/10.1108/JEEE-08-2019-012... ; Cook, 2016Cook, P. J. (2016). Leading innovation, creativity and enterprise. Industrial and Commercial Training, 48(6), 294-299. https://doi.org/10.1108/ICT-01-2016-0006 https://doi.org/10.1108/ICT-01-2016-0006... ; Cortellazzo et al., 2019Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: A review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 https://doi.org/10.3389/fpsyg.2019.01938... ; Deprez et al., 2018Deprez, J., Leroy, H., & Euwema, M. (2018). Three chronological steps toward encouraging intrapreneurship: Lessons from the Wehkamp case. Business Horizons, 61(1), 135-145. https://doi.org/10.1016/j.bushor.2017.09.013 https://doi.org/10.1016/j.bushor.2017.09... ; EY, 2014EY. (2014). Sustaining digital leadership! (Research & Analysis N.2; Digital Leadership Study Series). EY’s Global Technology Center and Global Media & Entertainment Center.; Fenton et al., 2020Fenton, K., Saksena, A., Pawlowski, B. K., & Narsalay, R. (2020). Supply chain ecosystems: Moving from spoke to hub [Research Report]. Accenture. https://www.accenture.com/_acnmedia/PDF-121/Accenture-Supply-Chain-Ecosystems-Moving-From-Spoke-to-Hub.pdf https://www.accenture.com/_acnmedia/PDF-... ; Guinan et al., 2019Guinan, P. J., Parise, S., & Langowitz, N. (2019). Creating an innovative digital project team: Levers to enable digital transformation. Business Horizons, 62(6), 717-727. https://doi.org/10.1016/j.bushor.2019.07.005 https://doi.org/10.1016/j.bushor.2019.07... ; Horney et al., 2010Horney, N., Pasmore, B., & O’Shea, T. (2010). Leadership agility: A business imperative for a VUCA world. https://luxorgroup.fr/coaching/wp-content/uploads/Leadership-agility-model.pdf https://luxorgroup.fr/coaching/wp-conten... ; KPMG, 2017KPMG. (2017). The route to digital business leadership [Survey]. KPMG International Cooperative. https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/09/the-route-to-digital-business-leadership.pdf https://assets.kpmg/content/dam/kpmg/xx/... ; Le et al., 2020Le, P. B., Lei, H., Le, T. T., Gong, J., & Ha, A. T. (2020). Developing a collaborative culture for radical and incremental innovation: The mediating roles of tacit and explicit knowledge sharing. 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