(Digital) Leadership

• Leadership models • Change in leadership due to digital change • Psychodynamic concepts of leadership • Consulting and intervention possibilities in conflicts, especially due to digital changes • Connection between leadership models and organisational forms • Reflection on organisational, group-related and individual aspects of leadership • Open error culture and cooperative forms of work design

Mode of delivery

face to face



Recommended or required reading and other learning resources/tools

Bolden, R. / Gosling, J. (2006): Leadership Competencies: time to change the tune? Published in Leadership 2(2), (147-163) Creusen, U. / Gall, B. / Hackl, O. (2017): Digital Leadership: Führung in Zeiten des digitalen Wandels, Springer Gabler Verlag, Wiesbaden Obholzer, A. / Roberts, V. Z. (2009): The unconscious at work. Routledge: London and New York. (Chapter 4: 39-47; Chapter 14: page 129-138) Kets de Vries, M. / Korotov, K. / Florent-Treacy, E. (2007): Coach and Couch. Palgrave MacMillan Kollmann T. (2020): Digital Leadership: Grundlagen der Unternehmensführung in der Digitalen Wirtschaft, Springer Gabler Verlag, Wiesbaden Weir, P. (Director) (2003): Master and Commander (Movie). Twentieth Century Fox.

Planned learning activities and teaching methods

Lecture, blended learning, discussion, group work, experimental learning, group work and group discussions, role play ands and reflection by means of feedback

Assessment methods and criteria

Continuous assessment and final written exam

Prerequisites and co-requisites



Degree programme

Digital HR & angewandtes Arbeitsrecht



ECTS Credits


Language of instruction




Academic year



4 SS



Learning outcome

After successful completion of the course, students can • have a clear vision of the leadership role and the associated challenges in light of the digital framework conditions • have a differentiated approach when it comes to the associated new roles in the field of “New World – New Work” • use different consulting and intervention possibilities, if leaders face conflicts in digital change processes • differentiate between organisational, group-related and individual challenges with regard to leadership • realise that digitalisation requires appropriate organisational forms, an open error culture and cooperative working conditions

Course code