Torill Iversen

Om ledelse, IKT og sånt

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Social IT leadership

(Translated for my English speaking readers)

In connection with my Bachelor’s thesis I defined a concept that I decided to call Social IT leadership.

“Social IT leadership is leadership that is exercised through the organization’s internal social media (Enterprise 2.0) and used to spread visions, provide feedback, develop and communicate organizational culture, and motivate knowledge workers for knowledge sharing and to work together across organizational structures. The leadership has a social and relational character, and use social mechanisms to help in the execution. ”

What is a social IT leader?

A Social IT leaders’ most important function will be to facilitate common knowledge created and open network among the employees. This implies a shift of the information’s power center, which previously has been within the management, to the employees. This will require a change of culture, for both the employees and the managers in an implementation phase. In an environment where learning and collaboration is valued values the leaders role will be to maintain the culture. As pointed out by Schein, one of the primary instruments for this is what the leader is concerned by.

The leader must change the focus from the leadership exercised primarily “face to face”, and over to a web-leadership. In consultancy firms are often the employees out in other environments or with other clients, and rarely see their leader. The leaders’ primary tool to exercise his or hers leadership will take place through the workplace`s social platform. In daily contact the surface will also be significantly increased through the social media, than by “one to one” communication. Knowledge on how to develop networks and engages to knowledge creation will be a key competence. Moreover, the leader must be conscious of own behavior on the sites. By using the platform the leader will be able to consciously exercise a leadership that encourages, engages, involves, and not least creates knowledge among the employees. At the same time, the leader must manage the balance between what to release of content and involvement. It is not all processes which are suitable for involvement, and it must be drawn up lines for this.

A social IT leader must be open and curious about the opportunity that exists, and go in front as a good example when it comes to learning and develop the organization that exists. As a social leader you have the role in helping to disseminate the good lessons that will be developed through use. To be able to facilitate for others to create knowledge will be a parameter for measuring this type of leadership. This will only be one of the various attitude changes that are needed in relation to traditional leadership. By unleash your employees and give them the opportunities/ and allowing them to have opinions about processes, leadership and organizational change you open up for feedback on several levels in the organization. Rules for proper behavior must be communicated in the organization, as well as ideas, feedback and input in the process is welcomed.

(Excerpt from the Bachelor’s thesis)
What do you think about the theme?

Must be a change in leadership to as Enterprise 2.0 for full are evident in more and more organizations?

Is there someone who has experience from organizations where Enterprise 2.0 is successfully implemented? How does this effect the leadership executed?