Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations

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Author(s): Diane Spencer-Scarr (Curtin University, Australia)
Copyright: 2022
Pages: 34
Source title: Achieving Organizational Agility, Intelligence, and Resilience Through Information Systems
Source Author(s)/Editor(s): Hakikur Rahman (Presidency University, Bangladesh)
DOI: 10.4018/978-1-7998-4799-1.ch004

Keywords: Business Information Systems / Business Science Reference / Knowledge Management and Library Science / Organizational Development

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Abstract

The increased weighting of digital natives in a fattening long tail has added complexity to organizational leadership, particularly during the global COVID-19 pandemic. Trends affecting the individual come from social, economic, and technological sources and affect leadership behaviors, and this in turn affects society. In order to understand this interconnection, lower-level influences and how they affect the higher-level visible signs are discussed. These lead to influences on behavior. Influences are felt as intensity and embeddedness of engagement, decision-management, feedback ability, and motivators. This chapter begins with a discussion of causes for this phenomenon and concludes with ways to work with the long tail, either from within as a member or externally as a leader. The chapter ends with a brief comment on future research based on findings discussed in this chapter.

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Long Tail Leadership: A Covid Case Study Illustrates the Importance of Understanding Soft Power Affecting Organizations

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