Who is in control: Leaders or Influencers? The interplay of Formal and Informal Leadership in Digital Transformation

Kiss Eszter Virág (2025) Who is in control: Leaders or Influencers? The interplay of Formal and Informal Leadership in Digital Transformation. Menedzsment Kar (2025-)-.

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Absztrakt (kivonat)

Digital transformation is often described as a technology challenge, yet research and practice increasingly highlight the central role of people, leadership and informal influence. This thesis explores how formal leaders and informal digital influencers shape digital transformation in a multinational aluminium company’s shared service centre. The study asks: (1) whether there is a “digital readiness gap” between leaders and their departments, (2) whether a more delegating leadership style helps close this gap, and (3) how leaders and influencers experience their roles, enablers and constraints. A mixed-method design was used. Quantitatively, 100 leaders completed a survey on perceived digital readiness of themselves and their departments, combined with an internally validated OPQ-based measure of leadership style. Qualitatively, eleven semi-structured interviews with leaders and identified digital influencers were analysed using Braun and Clarke’s thematic analysis. Results show a consistent negative readiness gap: leaders rate themselves as substantially more digitally ready than their departments. This gap does not differ significantly across departments and appears as a systemic pattern. A delegating, participative style (Join/Delegate) is not significantly associated with a smaller gap, nor does it significantly moderate the link between leader and departmental readiness. The interviews reveal five themes: strategic framing of digital transformation; governance, roles and resources; influencer behaviour and its relationship to leadership; building digital capabilities and culture; and navigating resistance and change fatigue. The thesis concludes that leadership style is necessary but not sufficient; structural enablers, clear ownership, time and recognition for influencers are critical. Practical implications include managing the readiness gap as a KPI, redefining digital leadership success, formalising influencer roles, clarifying governance, and integrating learning into daily work.

Intézmény

Budapesti Gazdasági Egyetem

Kar

Menedzsment Kar (2025-)-

Tudományterület/tudományág

NEM RÉSZLETEZETT

Szak

Gazdálkodási és menedzsment

Mű típusa:	diplomadolgozat (NEM RÉSZLETEZETT)
Kulcsszavak:	Change Management, Digital Readiness, digital transformation, influencers, leadership, leadership style
SWORD Depositor:	User Archive
Felhasználói azonosító szám (ID):	User Archive
Rekord készítés dátuma:	2026. Júl. 09. 11:07
Utolsó módosítás:	2026. Júl. 09. 11:07

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