Becoming a Better Leader Part 1: Leadership in the Digital Age

Leadership isn’t what it used to be. Gone are the days when being a leader meant having a commanding presence, making swift top-down decisions, and maintaining professional distance. As Mark Schwartz observes in his work on digital transformation, we’re witnessing a fundamental shift from bureaucratic leadership values to a new adaptive model that better serves today’s organizations.

The Leadership Evolution

Traditional bureaucratic leadership valued impersonality, conformity, and rigid roles. Leaders were expected to enforce rules impartially and maintain clear boundaries between work and personal life. But in today’s digital age, the most effective leaders embrace inclusion, diversity of thought, and encourage people to bring their “whole selves” to work. As Mark Schwartz explains in The (Delicate) Art of Bureaucracy, we’re witnessing a fundamental shift from bureaucratic values to a new adaptive model that better serves today’s organizations.

Why such a dramatic change? In most industries, the nature of work itself has transformed. Knowledge work increasingly requires creativity, problem-solving, and collaboration. Command-and-control leadership that might have worked in a factory setting actively hurts performance in most modern organizations.

As Clayton Christensen observed in his seminal Harvard Business Review article “How Will You Measure Your Life?“: “The powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements.” Leaders who understand and embrace this reality create environments where people can thrive.

The 2024 State of DevOps Report confirms that transformational leadership is highly correlated with organizational performance: “Transformational leadership improves employee productivity, job satisfaction, team performance, product performance, and organizational performance while also helping decrease employee burnout.”

Key Qualities of Modern Leaders

What does this new leadership look like in practice? Dr. Ron Westrum’s research shows that the most successful organizations have what he calls a “generative” culture—one characterized by high cooperation, shared risks, and active cultivation of new ideas. Creating this kind of culture requires leaders who excel in several key areas:

Empathy and Emotional Intelligence

Modern leaders understand that they’re leading people, not resources. In their book Wiring the Winning Organization, Gene Kim and Dr. Steven J. Spear emphasize that leaders must create conditions where people can do their work easily and well. This requires genuine empathy and emotional intelligence—understanding and responding to team members’ needs, concerns, and aspirations.

Creating Psychological Safety

Admiral John Richardson, former Chief of Naval Operations, describes in his foreword to Wiring the Winning Organization how psychological safety is crucial for success even in high-stakes military environments. When crews feel safe to speak up about potential problems or suggest improvements, overall performance improves dramatically. This principle applies across all organizations—people need to feel safe taking risks, admitting mistakes, and raising concerns without fear of negative consequences.

Valuing Care Over Neutrality

While traditional bureaucratic leadership prized neutrality and detachment, today’s leaders must demonstrate active care about outcomes and impacts. In War and Peace and IT, Schwartz describes how leaders need to engage with the ethical implications of their work and encourage their teams to do the same. This shift from neutral execution to engaged care creates deeper motivation and better results.

Embracing Adaptability Over Predictability

Modern leaders recognize that success comes from adapting quickly rather than rigidly following plans. As Schwartz argues in A Seat at the Table, they create environments that support experimentation and learning, valuing the ability to change course quickly over predictable but slow progress.

Growing Others Through Transformational Leadership

The research outlined in “Transformational Leadership: A Quick Start Guide” identifies five key dimensions of effective leadership: vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition. Transformational leaders don’t just direct work—they inspire growth, challenge assumptions, and provide meaningful support and recognition.

Supporting “T-Shaped” Growth

Today’s leaders recognize the value of developing “T-shaped” individuals who combine broad knowledge with deep expertise in specific areas. Rather than enforcing rigid specialization, they encourage cross-functional learning and collaboration.

Rethinking Time and Effort

Modern leadership moves beyond managing “owned time” (the traditional 9-5 workday) to focus on “owned efforts.” They recognize that innovation and knowledge work happen on their own schedule, and create flexible environments that support peak performance whenever it occurs.

Assessing Your Leadership Approach

Self-reflection is crucial for leadership development. Consider how you currently approach leadership:

• When you meet with your team, do you spend more time telling or asking? Transformational leaders prioritize listening and understanding over directing and controlling.
• How do you handle mistakes—both your own and others’? Leaders who respond with curiosity and a learning mindset rather than blame create environments where innovation can flourish.
• What’s your approach to developing others? Great leaders invest significant time in coaching and mentoring. They create opportunities for growth and celebrate progress along the way.

Taking Action

Start your journey toward more effective modern leadership with these concrete steps:

1. Make understanding a priority. In your next few conversations, focus entirely on listening and understanding before responding.
2. Create safety for honest dialogue. Share a recent mistake and what you learned from it. Demonstrate through your actions that it’s safe to be vulnerable and learn from failure.
3. Look for growth opportunities. For each person you work with, consider how you might help them develop new capabilities or take on new challenges.
4. Challenge traditional boundaries. Create opportunities for cross-functional learning and collaboration.
5. Demonstrate care. Engage actively with the impacts and outcomes of your team’s work rather than maintaining neutral detachment.

Looking Ahead

In the next post in this series, we’ll dive deeper into how leaders can build trust through understanding—the foundation for all effective leadership. We’ll explore practical techniques for demonstrating understanding and creating the psychological safety that enables high performance.

The journey to becoming a more effective leader starts with recognizing that leadership itself has evolved. Today’s most successful leaders create environments where people can grow, contribute, and thrive. They lead through influence rather than authority, prioritize understanding over directing, and focus on enabling rather than controlling.

- About The Authors

Leah Brown

Managing Editor at IT Revolution working on publishing books and guidance papers for the modern business leader. I also oversee the production of the IT Revolution blog, combining the best of responsible, human-centered content with the assistance of AI tools.

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