ABSTRACT
In this chapter, we start the deep dive journey following the outcomes of the discussion that took place in Chapter 1. Hence, we explore an often-neglected aspect of leadership which is the perceived effectiveness, which is one of the pillars for the ambidextrous leader. Moreover, this chapter provides a new dimension to the topic by illustrating leadership ineffectiveness which is rarely considered in leadership studies (Patel et al., 2018). In this effect, it is important to illustrate why perceived leadership effectiveness is important and present the model we follow for leadership effectiveness and ineffectiveness comparing different studies done by many scholars in this field. The relationship between leaders and followers, and how effectiveness is meant to touch both is discussed in this chapter. Finally, in this chapter, start linking digital leaders’ effectiveness when driving innovation and technology initiatives within their institutions need, and, more than ever, to be perceived as effective leaders especially when working in a cross-cultural or globalised setup.
