A phenomenological learning approach to leading digitalization

Existing theory in the field of digital leadership describes many different skills that leaders need to possess to succeed in leading digitalization. By exploring existing theories and engaging qualitatively with leaders in practice, this article identifies a gap between the skills the theory dictates leaders should possess and the skills leaders possess in practice. In practice, the number of skills required and the complexity of digital leadership cause leaders to perceive the acquisition of the necessary skill set as unmanageable. By engaging phenomenologically with the fact that one cannot know what one does not know, this article shows how digital leadership skills can be learned and developed. Combining phenomenological concepts like common sense, a reference frame, and being a stranger with competence development theory reveals a way that leaders can indeed develop their digital leadership and their competencies, although the competencies of each digital leader will be unique. Furthermore, leading digitalization is shown to start at the intrapersonal level, in part because of the importance of authenticity in leadership practice. The overall aim of the article is to explore, through a phenomenological learning process, how digital leadership can be developed.