Page - 145 - in Digital Entrepreneurship - Impact on Business and Society

Discussing further it should be pointed out that this digital transformation requires new leadership roles, skills and also digitally minded leaders with high level of integrity.Moreover, digital leadership ismuchmore thana job title, it is an entirely newmindset (Kaganer et al. 2013). According toKerr (2019), the digital mindset requires open mindedness and today’s leaders have to be aware and understand all the capabilities that technology has to offer and put it in use. These leaders have focus on better future and constantly seek and find newways to use technology in order to enhance employee engagement, drive customer satisfaction and unleash competitive advantage. However, the digital world is not about technology, but people (Becerra 2017). Digital leadership is about empowering others to lead and creating self-organised teams that optimise their day-to-day operations. Leadership today is no longer hierarchical—it needs participation, involvement and contribution from everyone (Dubey 2019), and leaders need to create a compelling vision and communicate with clarity so that everyone understands what the team is trying to achieve and why.Great leaders know that people can achievegreat thingswhen they are driven by a strong purpose andfindworkmeaningful. They understand thatwhen people know thewhy, they figure out the how and can achieve remarkable results. Furthermore, when organisations create a culture of learning, failures and experiments lead to inventions and innovations, therefore digitally minded and entrepreneurial leaders provide support and energise everyone and inspire them with an inclusive vision. Digital leaders are adaptable and able to handle pressure and constant changes, and to take decisions with agility (Dubey 2019), they understand the value of diversity, inclusion andopen-mindedness and cannavigate the challenges of technological disruptions. According to TheWorld Economic Forum’s 2018 Future of Jobs (2018) report no less than54%ofall employeeswill require significant re- andup-skillingby the year 2022 andof these about 35%are expected to require additional training of up to sixmonths,while 9%will require re-skilling lasting 6–12months and 10%will require additional skills training of more than a year. Therefore, the digital lead- ershipwill need toaddress the skill gaps,prepare themselvesand their teams to face the future by creating an environment of lifelong learning andwith the adoption of new technology and solutions, new professions, skills and industries will emerge. This is why it is important for companies to identify, develop and place future-oriented innovative, entrepreneurial, critical thinking leaderswho are able to create a long-term sustainable value for all stakeholders. To conclude this brief overview, it can be said that digitalisation is the use of digital technology toprovidenewopportunities forpeople andorganisations.Smith (2004)views technologyasadivisionofknowledge thatdealswith thecreationand use of technical means and their interrelation with life, society, and the environ- ment. According to Mäkkylä (2017), digitalisation has enabled new concepts, procedures and new agents into different fields and changed people’s behaviour. With thehelpof the Internet, people havebecomemore awareof their preferences, their requirements have increased and knowledge of the available alternatives is greater. Cherif and Grant (2014) suggest that digitalisation has initiated the 150 M. Kooskora