Digital leadership in local government: an empirical study of Dutch city managers

Local governments across the world are adopting new digital technologies to improve their services and to create public value. These new digital technologies challenge traditional forms of leadership. So far, few empirical studies have focused on what digital transformation implies for leadership in the public sector. Based on theories of leadership, digital transformation, and public value, we identify nine dimensions of digital leadership. Based on these dimensions, we examine how city managers across the Netherlands are leading their organizations during the digital transformation. Our findings show that city managers need to develop a value-based vision regarding digital transformation, pay attention to different forms of legitimacy, be consciously aware of the ethical dilemmas and implications of digital technologies, involve politicians more and earlier in technology projects, and stimulate digital competencies of themselves and of public servants. We conclude that 'digital leadership' requires both new and existing leadership dimensions.