Leadership 4.0

07/08/2019 7 characteristics of Leadership 4.
0 - What successful leaders do differently
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successful leaders do differently
7 Characteristics of
Leadership 4.0 – What
successful leaders do
differently
Jan 19, 2017 | Leadership Thoughts (Blog) | 0 comments
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07/08/2019 7 characteristics of Leadership 4.0 - What successful leaders do differently
Recently, I have received many questions of whether I could clearly

differentiate traditional leadership and Leadership 4.0 (what some are
calling “digital leaders”), so I am providing a short synopsis of insights
and observations in context with what is perceived as a new phenomenon.
Digital technologies have disrupted everything, not only within IT, but also
leadership styles and how we manage our organisations. Leaders at every
tech company are not digital leaders, but it is undisputed that Elon Musk
and Mark Zuckerberg are two of the best examples today. What do they
have that the majority of German managers do not?
First and foremost, there is a difference in management style. Both men

have the gift to inspire their employees to innovate and “hold” onto these
ideas. Their acumen in applying benchmarks of digital leadership shows a
fast, cross-hierarchical, cooperative, and team-oriented approach often
integrating the innovation peak ideals of Silicon Valley. Above all, the
personal competence, the mindset, and the application of new methods
(or instruments such as “design thinking”) are crucial. There are several
traits that are exhibited, ones that we also use to differentiate Leadership
4.0.
Seven things successful leaders in the digital do differently

» Responsibility
Traditional managers clearly define responsibilities and roles; team-

oriented or cross-functional tasks beyond the manager’s outlined
hierarchy immediately lead to conflicts.
Digital leaders learn how to distribute tasks according to the situation and
team competence, where the abilities of managers together with
employees are continually linked; success means all participants
contribute their competence networking intelligence.
» Results
Traditional managers control orders, plan resources, and evaluate results

(and
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Digital leaders control voting processes and discourse, evaluate tasks and
results together with team members, and use resources according to
potential and competence (cross-functional and cross-hierarchical);
practical results are generated by integrating constant feedback between
internal and external stakeholders.
» Distribution of Information
Traditional leaders typically distribute information under an obligation to

provide data in a “strategic” and piecemeal manner (embodiment of the
“knowledge is power” syndrome). Freedom of information (or choice)
leads to control mania.
Digital leaders create a transparent framework, counts on a “collectable

debt”of self-responsibility and proactive behaviours.
» Objectives and Assessments
Assessing the performance of employees individually in fixed cycles is

within the comfort zone of a traditional manager. Situations determine
the need for assessing employees and teams equally by a digital leader,
with exchange/ feedback continually occurring.
» Mistakes and Conflicts
Rules with consequences for violations avoid mistakes are the hopeful
path the traditional manager takes before conflicts occur. An open
atmosphere with the learning effect in errors is endorsed by digital
leaders, who places the company’s own responsibility for solutions in the
foreground.
» Change
Maintaining budgets, stable quality, and minimised risks are a priority for
Traditional managers, leaving little room for creativity. The energy of a
digital leader sustains the high-level willingness and ability for change
within the company while deliberately promoting as well as encouraging
high agility between the market, customers, and employees.
» Innovation
Creating new ideas for new products is typically extremely challenging for
a traditional leader, as it does not fit the normal cycles or processes. The
future is invented and designed; a digital leader knows innovations are
based on a team’s focus on a common goal to make the best possible use
of the abilities of each individual (Right Potential). Innovation is learnable;
this is helped by transforming old structures through the use of
multidisciplinary teams, flexible working environments, and creative
processes.
It is all about the mindset and how we look at the world

It is more difficult to sustainably change yourself from within than learn
new skills because modifications mean new thought patterns are adopted,
developed as habits, and energise future actions. Sounds easy, but is
not. Even using Apple shows the complexity of a digital leader’s success.
A user of the online community platform Reddit asked what the CEO of
Apple was doing right. Steve Wozniak answered, “Tim Cook acknowledges
his employees and the customers of Apple as real people.” For Oxford
Leadership, this means weQ (weQuality).
Agility is the key principle of digital leadership, relating to customer

orientation and responding directly to the needs as well as desires of a
target group. At the same time, Leadership 4.0 is about the involvement of
employees, their individual abilities (Right Potential instead of High
Potential ©), motivations, and ideas. An open, transparent, and innovative
culture is the basis for high agility, rapid market adaptation, and the DNA
within the digital leader.
For organisations to react more efficient to market changes, digital leaders

must give much more responsibility to their teams. They allow employees
a lot of freedom (and trust) in their own decisions. The co-creative fast
community culture of the weQ requires a high learning flexibility of each
individual as essential.

The future cannot be dictated from the outside; it is invented and

designed from within.
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07/08/2019 7 characteristics of Leadership 4.

0 - What successful leaders do differently

GLOBAL LEADERSHIP CONSULTANTS  

Home / Leadership Thoughts (Blog) / 7 Characteristics of Leadership 4.0 – What

Recently, I have received many questions of whether I could clearly

First and foremost, there is a difference in management style. Both men

Seven things successful leaders in the digital do differently

Traditional managers clearly define responsibilities and roles; team-

Traditional managers control orders, plan resources, and evaluate results

Traditional leaders typically distribute information under an obligation to

Digital leaders create a transparent framework, counts on a “collectable

» Objectives and Assessments

Assessing the performance of employees individually in fixed cycles is

» Mistakes and Conflicts

It is all about the mindset and how we look at the world

Agility is the key principle of digital leadership, relating to customer

For organisations to react more efficient to market changes, digital leaders

The future cannot be dictated from the outside; it is invented and

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