DB FPX 9801 Assessment 6

DB FPX 9801 Assessment 6 Pre-Implementation Conference Call Presentation Student Name DB-FPX9801 Capella University Professor Name submission Date   Pre-Implementation Conference Call Presentation Slide 01 Hello! I’m the person _______, and I’m here to do a pre-implementation conference call presentation on this subject: adaptive leadership practices to support digital transformation in mid-size technology companies. Slide 02 Introduction Digital transformation is key to the competitiveness and efficiency of operations. A unique set of digital challenges and digital transformation challenges exists for mid-sized tech businesses (Ameen et al., 2022). Some of the common barriers are resistance of employees to change and limited resources (Ramesh & Delen, 2021). Many organizations are not digitized and don’t have up-to-date technological infrastructure (Hojnik & Huđek, 2023). Just a handful view digital transformation as a principal strategy. The application of adaptive leadership can increase innovation and decrease employee resistance (Chughtai et al., 2023). Project leaders discuss the importance of adaptive leadership in any tech company’s success in transforming. Slide 03 Statement of the Problem Problem Statement The overall business challenge is that most organizations cannot manage the complex digital transformational technologies, and as a result, their operations remain less efficient, employees lose engagement, and fail to achieve their strategic goals (Ameen et al., 2022). US technology mid-sized companies often suffer from a lack of competitiveness due to the difficulty of leaders in implementing desired leadership approaches to deal with employee resistance to digital transformation and prevent growth opportunities from falling through the cracks (Skare et al., 2023). Purpose Statement The qualitative inquiry project aims to understand the ideas of the US middle enterprises’ leaders in the field of leadership strategies that can be used to overcome employee resistance to digital transformation technologies. Gap in Practice The disconnect is that little is known about how leaders at US mid-sized technology companies see and engage in leadership strategies to overcome resistance to digital transformation technologies and how this contributes to unsuccessful implementation efforts and the loss of competitive opportunities (Errida & Lotfi, 2021). Slide 04 Slide 05 Theory(s) Supporting Research The theoretical lens used to view the study is that of transformational leadership theory, which looks at how leadership can impact organizational change and innovation. Transformational leadership theory addresses how leadership contributes to change in an organization. Burns (1978) added a new concept of leadership around a shared set of values, motivation, and purpose. Bass built on this work of Burns by introducing observable leadership behaviors (Bass, 1985). Core transformational behaviors include the four 4I dimensions (idealized influence, inspirational motivation, intellectual stimulation, individualized consideration) (Bass & Avolio, 1994). Idealized influence has been defined in terms of leaders as ethical role models and trust (Burns, 1978). Inspirational motivation is about calling forth a common vision and stirring all employees to action (Peláez et al., 2023). The intellectual stimulation promotes innovation and challenges the status quo (Burns, 1978; Schiuma et al., 2024). Doing this involves mentoring and coaching as well as learning/teaching to the individual’s development needs (Trenerry et al., 2021). Adaptive thinking towards technological change is facilitated by transformational leadership (Rahi et al., 2021). The theory is especially applicable in dynamic business environments where digital transformation is essential and provides a competitive edge. The theory advocates digital literacy and readiness to change in mid-sized businesses. Virtual teams and digital innovation were added to the theory. Peláez et al. (2023) agreed with the impacts on success with digital transformation. In the context of technology innovation management, correlations between transformational behaviors and innovation outcomes are found to be strong among modern scholars (Schiuma et al., 2024). Leadership behaviors are a factor in terms of the adoption of digital tools and technologies. Transformational leadership is very appropriate for managers to lead mid-size businesses in transformation. Slide 06 Methodology Research technique is most suitable with a generic qualitative approach, which can reveal the perspectives of leadership in the digital transformation context in regard to adaptive practices. According to Sekar & Bhuvaneswari (2024), it is a type of qualitative study that can be analyzed as the subjective perception of each individual with the study. As the aim of the present study is to reveal the complex, “lived” experiences of the participants related to the context, generic qualitative inquiry has been used as a method appropriate to leadership studies (Fischer & Guzel, 2022). The way is flexible, and it can allow them to analyze all the adaptive leadership practices (Olatunde & Olenik, 2021). This is a result of research aiming/methodology convergence in which the leadership strategies in technological change processes and content have been nuanced. Slide 07 Sample The leadership, by engaging in the digital transformation of the organisations, will be targeted for the study. Some of the respondents are CEOs, CTOs, and digital transformation managers (Campbell et al., 2020). The participants will build on the leadership generalization and understanding amongst the different industries. The respondents will be selected through purposive sampling as they have a first-hand experience in DT. The data collection will include 10 participants to make the data collection process manageable, and simultaneously provide profound in-depth in the behavior of participants. Slide 08 Would you share a little bit about what you do now and how much experience you have in leadership within the tech industry? What is your organisation’s experience with digital transformation over the last few years? What kinds of leadership strategies have you seen work best in overcoming employee resistance to the use of digital transformation technologies? Have you ever experienced a scenario in which you found a way to make an electronic effort work through an employee’s strong resistance? How did you plan to conduct your project? What are some indicators of employee reluctance to new technologies, and what do you do about them? How do you communicate when implementing new digital technologies with your team? What do you do to engage or include employees in decision making about digital transformation efforts? How do you establish trust with workers who aren’t open to technology change? What do you