The double-edged sword pattern of leadership behaviors in digital transformation: Identifying positive and negative outcomes for leaders and employees using a group Delphi study

Abstract

Leading employees in times of digital transformation is challenging as it requires leaders to enact different behaviors and roles. Further, the prevalence of hybrid and remote work environments has exacerbated the situation. Employing a group Delphi study with 42 leaders, we address the hitherto insufficiently researched question of which leadership behaviors might suit such contexts and which impact they have on different organizational members. We provide a structured overview of appropriate task-oriented and relation-oriented leadership behaviors and their influence on individuals. Hereby, we uncover a double-edged relationship between well-intended leadership behaviors and individual-related outcomes by revealing both desirable and undesirable consequences for employees and leaders. Consequently, we challenge the assumption that enacting these behaviors always leads to beneficial outcomes and highlight that combining different leadership behaviors is necessary to face the challenges.