Digital transformation enables valuable opportunities in the business context. However, many companies neglect to adapt their current leadership approaches to digital transformation and align them with their corporate strategy, leading to complications. This Bachelor Thesis investigates how organizations can modify their leadership and management strategies to meet the new demands of the digital age and focus on improving the digital leadership factors digital openness, self-engagement, and self-determination within organizations according to their current maturity level.

First, a measurement catalog with 79 questions was developed based on scientific literature to determine an organization's maturity level concerning digital leadership. In a second step, 12 factsheets were created to assist organizations in aligning their current leadership strategies with digital transformation. Each factsheet shows four strategic options that can be chosen to improve digital leadership toward competitiveness. Finally, two domain expert interviews were conducted to verify the developed products' usability and validity and identify improvement potentials.

The developed products provide the client's primary added value. Furthermore, the client also benefits from the author's ideas for further research, product development, and improvement recommendations. In addition, the accompanying literature further enhances the client benefits, including detailled information and explanations on digital leadership and transformation. Among other things, the author identified three gaps preventing organizations from fully exploiting benefits and overcoming the challenges of digital transformation. First, the Mindset Gap results in the need for more digital openness and awareness. Second, the Business Model Gap crystalizes the need to align core business models with the opportunities and challenges of digital transformation, which requires a strategic adjustment. Thereby, Communities of Practice can support corporate culture change by promoting self-engagement. Third, the Organizational Reconfiguration Gap emerges from insufficient training or communication. To encourage a self-determined workforce, active employee involvement is recommended, for example, switching from a Management by Exceptions to a Management by Objectives approach.