TYPOLOGY OF DIGITAL LEADERSHIP MODELS IN ORGANIZATIONS

Abstract

The article examines digital leadership as a multidimensional concept that gains particular relevance in the context of expanding digital transformation in contemporary organizations. While existing scholarly works provide a broad spectrum of definitions and perspectives, the diversity of interpretations often leads to conceptual fragmentation. In this context, the article emphasizes the importance of consolidating theoretical approaches to digital leadership and proposes a structured basis for differentiating its various models. A review of contemporary research demonstrates that scholars increasingly associate digital leadership with the ability to guide organizations through technological change, foster innovation, and integrate digital tools into strategic and operational processes. At the same time, when it comes to distinguishing specific models of digital leadership, many existing works address only isolated aspects of the phenomenon, without offering a comprehensive systematic framework. This highlights the need for a conceptual tool capable of grouping different models of digital leadership and demonstrating their internal logic and distinctive features. To address this need, the article formulates a set of conceptual criteria that enable the construction of a coherent typology of digital leadership models. These criteria include the degree of digital integration within an organization, the managerial spheres to which digital transformation is applied, and the orientation of leadership practices towards either the strategic or the operational dimension of the organization’s activities. Special attention is given to the idea that digital leadership cannot be reduced to a linear progression of technological maturity but should instead be viewed as a set of distinct approaches that reflect varying balances between human judgment and technological influence. The proposed typology offers a structured perspective for analyzing how leaders incorporate digital solutions into communication, coordination, strategic planning, and organizational development. By presenting a conceptual framework rather than empirical findings, the article emphasizes the analytical potential of the typology for future research on digital transformation, as well as its practical applicability for organizations seeking to shift from one digital leadership model to another based on their business needs.