This master's thesis examines the possibilities for the enhanced application of digital leadership models in the Swiss automotive industry. Digital leadership here is not only understood as leading employees with the help of technology but also as a holistic model for the continuous further development of the entire organisation and ultimately overcoming a digital transformation. The automotive industry in general has for several years now been strongly affected by the digital revolution and its associated changes and will be even more so in the future and, therefore, has a correspondingly large potential for a digital transformation. With the help of ten expert interviews, it was possible to evaluate three main challenges facing the Swiss automotive industry which need to be overcome with the help of digital leadership models. The current models for measuring digital leadership maturity are not sufficient for organisations to master these challenges. In addition to the initial assessment of the status quo, organisations need guidance in defining corrective actions and support in navigating through this transformative process. The developed artefact takes the form of 11 clustered measure pools with a total of 64 measures relating to the three main challenges that can be proposed to organisations. This transformational guide can help organisations to take a first step from analysis (by digital leadership maturity assessment) towards orientation. It was found that this operationalisation of digital leadership in the form of suggestions for improvement based on a scientific model is well received. However, it also turned out that for further orientation and, thus, definition of a final action plan to be implemented, further and even closer guidance through this transformation is needed.