change management

The purpose of this study was to identify leadership styles that impacted the digital transformation of an organization. Six information technology leaders from healthcare organizations were chosen to lead and participate in a digital transformation effort across several organizations in the Midwest (USA). The information collected was transcribed for clarity and to identify patterns in leadership styles that were evident.

Identified indicators of exploration versus exploitation (March, 1991) using Content analysis using NVivo software with 100 fashion designer-entrepreneurs [64 male, 36 female; see Fashion Designers slide for list] to explore individual ambidexterity through secondary data in published interviews [Sources: 53 Women's Wear Daily 2004 - 2014; 24 Footwear News 2001 - 2016; see Journals slide in presentation for remaining magazines]. Themes of dynamic relationships and ambidextrous leadership were identified. Presentation is foundation for journal article in progress.

Excerpt:

In business organizations, it seems to me that the prevailing thought is one of two extremes-- “don’t fear failure” or “fear failure”.  What creates such a difference?  It’s the lacking definition.  And that to me is concerning when considering the immensely negative value that we largely have assigned to the word “failure”.  Gartner Financial Services found that organizational cultures which don’t accept mistakes, which don’t seek outside help, or refuse to change-- stop innovating.