The LEaD competence model: Leading effectively in the context of digital transformation

This contribution of the magazine Group. Interaction. Organization. Journal of Applied Organizational Psychology (GIO) presents the development, empirical validation, and application of the LEaD-Model((c) 1) (Leadership Effectiveness and Development) of leadership in the context of digital transformation. The selection and development of leaders and the evidence-based diagnostics of leadership competencies required for this represent central challenges of a modern HR strategy, such as ambidextrous leadership in the context of digital transformation and development-oriented diagnostics. In the context of digital transformation, LEaD is a tool for managers and HR specialists to successfully manage transformation processes through targeted competence management and to establish a new leadership culture. Practical applications of the LEaD model in organizations are possible at both the individual (e.g., as leadership feedback with self-assessment and peer assessment) and organizational levels (e.g., measuring leadership effectiveness). This paper describes the LEaD model of leadership as an evidence-based framework for action by leaders that provides diagnostic and intervention measures and thus makes an important contribution to a sustainable and worthwhile investment in leadership.