Leadership and Digital Transformation

Chapter 1: Introduction of Leadership and Digital Transformation

Nuttawuth Muenjohn, Christian Harrison, Nirma Sadamali Jayawardena, and Jyoti Devi (Brinda) Mahadeo

Chapter 2: Digital transformation in the not-for-profit sector: trends, opportunities, and challenges

Ancy Gamage, Joseph Kim, Sehrish Shahid, and Aamir Hayat

Chapter 3: Surviving the Digital Shift: Digital Transformation and Strategic Entry in the Video Streaming Market

Jung Yoon Jang, Hwansung Ju, and Anna Pak

Chapter 4: Digital Transformation in Corporate Governance: Balancing Innovation and Ethics

Anastasia Sofia Alexiadou

Chapter 5: Responsible Leadership in the age of AI

Toby Whittington

Chapter 6: Heuristic leadership: a theoretical exploration of an integrated approach of complementary behaviours and attributes to face disruptive business environment

Banya Barua

Chapter 7: Strategic Successes and Failures of Digitalization

Burkhard Schrage, Gavin Nicholson, and Elaine Chew

Chapter 8:  Leadership and Digital Transformations in the Multinational Enterprise: Leading the Way for Technologically Assisted International Integration

Jakob Lauring, David Schulzmann, and Charlotte Jonasson

Chapter 9: Leadership in the Digital Era: Skills and Tools Proficiency

Joanna Żukowska and Karolina Lemieszkiewicz-Sosnowska

Chapter 10: Leading Digital Transformation in Local Government: Aligning Technology and Workforce Strategy

Kehinde Aluko, John Burgess, and Sarah Eyaa

Chapter 11: Digital Leadership and the Trust and Well-Being of Individuals

Michael Oyedele Oyenuga and Olayemi Theresa Oyenuga

Chapter 12: Digital commerce in the immersive metaverse environment: A leadership perspective

Uttam Mishra, Bikash Sharma, Achyut Gyawali, Nirma Jayawardena, and Udgam Mishra

Chapter 13: Digital Leadership and Workforce Trust and Well-Being: The Case of the Healthcare Sector

Sehrish Shahid, Santoshi Sengupta, Ancy Gamage, Joseph Kim, and Shuana Zafar Nasir

Chapter 14: Algorithmic Authority and the Crisis of Leadership Legitimacy: Reconfiguring Authority, Trust, and Accountability in AI-Driven Organisations

Bilal Zaghmout and Christian Harrison

Biography

Nuttawuth Muenjohn is a highly regarded senior researcher, recognized nationally and internationally by scholars in his fields. His research focuses on assisting businesses and their leaders in overcoming challenges and obstacles and promoting competitiveness and sustainability. His research continues to prioritize original studies with practical significance, leading to the development of real business solutions. He has gained a national and international reputation for his research and publications. He has authored over 100 publications for respected publishers such as Cambridge University Press, Palgrave Macmillan (UK), and Routledge (UK), as well as leading journals. His research has had a significant impact on both the academic and professional communities, as evidenced by his publications, which have received thousands of citations.

Christian Harrison is Professor of Leadership and Enterprise and the Director of the Centre for Leadership and Empowerment in the University of Greater Manchester.  He is the author of numerous published peer-reviewed papers on leadership which is his major research interest and serves as the Director of Studies of several doctoral students. He is also the Vice Chair of the British Academy of Management (Communities) and Chair of the Academy for African Studies. Christian works extensively as a consultant on leadership development within organisations.

Nirma Sadamali Jayawardena is an Assistant Professor in Marketing at University of Bradford, United Kingdom. She completed PhD in Marketing and Graduate Diploma of Business Research from Griffith University, Australia. She pursued a BSc in Business Management with a first-class honour from NSBM Green University, Sri Lanka and MBA in International Business from University of Colombo, Sri Lanka. She has published her work in prestigious journals and has been the recipient of several national and international awards, grants, and scholarships.

Jyoti Devi (Brinda) Mahadeo is an Assistant Professor of Strategic Management and Leadership at the University of Bradford. She is a mid-career researcher in the field on Corporate Governance, Leadership and Sustainability.  Her research is focused on gender inequality in the upper echelons, board dynamics and corporate sustainability.  Alongside, her main research, she also publishes in pedagogy.  Her research has been published in high quality journals; and presented at local, regional and international conferences.

“Leadership and Digital Transformation is a timely and grounded contribution because it treats digitalisation as a socio-technical change process that reshapes roles, identities, relationships, and culture. In doing so, it reframes leadership as the active management of attention, sensemaking, and the conditions for effective and healthy performance. Across its international contributions, the volume highlights the relational and ethical demands placed on leaders as decision-making becomes more data-informed, teams become more distributed, and the human impacts of change are experienced unevenly across stakeholder groups. Instead of focusing on tools, the chapters highlight the human factors that influence success or failure in transformation—such as psychological safety, inclusion, value-driven and responsible choices, effective communication, and daily actions that foster or weaken trust and resilience over time. For scholars, this volume advances an integrated understanding of leadership in digitally mediated contexts; for practitioners, it offers a credible basis for designing interventions that balance speed with care, innovation with accountability, and performance with sustainable, people-centred outcomes. I endorse this book because it combines conceptual clarity with evidence-informed insight that is directly relevant to leaders operating in complex organisations, where transformation must be delivered without eroding capability, wellbeing, or legitimacy.” Professor Antonia Girardi, Pro Vice Chancellor, College of Business and Dean, Murdoch Business School, Murdoch University, Perth, Western Australia

 

“This edited volume, Leadership and Digital Transformation, offers a timely and insightful contribution to the growing discourse on how leadership must evolve in an increasingly digital world. Bringing together a diverse group of international scholars and practitioners, the book provides a rich collection of evidence-based research and compelling case studies that examine both the opportunities and complexities of digital transformation. The breadth of topics—from AI and ethics to governance, workforce transformation, and the metaverse—demonstrates the editors’ commitment to capturing the multifaceted nature of leadership in contemporary organisations. What makes this volume particularly valuable is its strong emphasis on the human and ethical dimensions of digital change. Rather than treating digital transformation as purely technological, the book convincingly positions leadership as central to navigating uncertainty, aligning strategy, and sustaining organisational values. It will serve as an essential resource for academics, students, and practitioners seeking to understand how effective leadership can drive meaningful and responsible transformation in a rapidly changing global landscape.” Dr Binod Atreya, Managing Director, Banking, Finance, and Insurance Institute of Nepal Limited (BFIN)

 

“This timely and thought-provoking volume, Leadership and Digital Transformation, edited by Muenjohn, Harrison, Jayawardena, and Mahadeo, offers a rich and nuanced exploration of one of the most pressing challenges facing contemporary organisations. Bringing together diverse scholarly perspectives, the book successfully bridges theory and practice, illuminating the complex interplay between leadership, ethics, governance, and digital innovation. What is particularly compelling is its recognition that digital transformation is not merely technological, but deeply organisational and societal in nature. The contributors provide insightful, evidence-based analyses that will be invaluable to academics, practitioners, and policymakers alike. This is an important and impactful contribution that advances our understanding of responsible leadership in a rapidly evolving digital world.” Professor Kumud Wijayaratna, Operations and Academic Director; Off Campus Division, University of Greater Manchester