Digital Leadership: Psychology of Communication, Conflict Resolution, and Crisis Management

Tauhid Nur Azhar

Photo by JESHOOTS.COM on Unsplash

Reflecting on the various disturbances that have occurred in our beloved country recently, there are many lessons to be learned. Many wisdoms can be gleaned and reflected upon from the series of events that seem to stand alone, but who knows, behind it all, there is a network of connections that are intertwined in an invisible correlation effect due to the law of action and reaction in various interaction models that may be driven by the same motivation at the supracognitive level.

The online gambling case, which turned out to be a trap, was able to catch players and victims from various backgrounds, across professions, and even across dimensions.

Starting from state officials, executive institutions, to legislative representatives, it was detected that they had been contaminated by the game that was deliberately designed to bring about an addiction epidemic.

Online gambling and online loans, which have even ensnared a subsidiary of a state-owned pharmaceutical company, have now become an integrated part of the cultural revolution marked by behavioral shifting, especially in terms of consumptive behavior, internalization of moral values, and life orientation that has become instant and intolerant of delay or slow and cooling down processes that not only make us relax and healthy but also provide a window of opportunity to process information, so that the benefits can be managed properly.

There are many important lessons to be learned in connection with the occurrence of a civilization revolution due to digital technology disruption and its impact on various dynamics that arise from a volatile civilization, with an exponential and rapid rate of change, due to the efficiency of communication technology supported by telecommunications infrastructure that can guarantee connections for various data and information transmission needs.

The accumulation of risks and potential problems in a single time frame with varying intensities and presenting complex problems that are intertwined with each other will result in the accumulation of problems that require holistic and comprehensive management strategies.

Data has become a key word in almost every aspect of life. The speed and accuracy of data collection, processing, and distribution, as well as the optimization of data-based applications and systems in the context of public services and various aspects related to welfare and quality of life in the ecosystem of civilization, can also become a source of excess marked by fraud and illegal profit-taking from unauthorized data mining, which is then used by some individuals to hold hostage and demand ransom from parties whose rights are unjustly controlled.

It is interesting to see the various responses that emerge as a result of the series of events yesterday with their cause-and-effect relationships. There are several public explanations and statements from authorities that not only raise questions but also invite input or criticism from government partner institutions, such as the legislative institution (DPR).

One thing I would like to highlight is the importance of a proper and fitting leadership concept and context that is in line with the dynamics of the situation and the ecosystem of civilization that has now been colored by various new patterns of interaction based on digital technology.

Digital Leadership faces a great challenge due to the changing pattern of communication that is a consequence of increasingly sophisticated technology accompanied by better supporting infrastructure, which will in turn drive changes in the pattern of information distribution, speed of data transmission, and the emergence of active public participation such as citizen journalism and content creation from various perspectives and subjective perceptions.

On the other hand, there is honesty, objectivity, and transparency as a consequence of open information, while on the other hand, dominant hegemony can also occur through a judgment process based on the majority voice accumulated on various digital communication platforms.

The uproar that is happening these days can be described as an accumulation of emotions, ranging from anxiety, fear, concern, attention, empathy, sympathy, to hatred and anger that manifest in hate speech and attitudes.

Of course, the current high-intensity dynamics also require a different leadership concept. It needs to accommodate adaptive, quick-response, responsive, analytical, innovative, solution-oriented, creative, and communicative characteristics.

A leader in the digital era must have a unique character that may differ from leaders in the past, but philosophically, there are fundamental things that remain the same because they are part of the conceptual construction.

Leadership or leadership is the ability to influence, motivate, and enable others to contribute to the effectiveness and success of an organization or group.

Leadership is not limited to formal positions or high-ranking jobs; it is also about the actions and impacts produced by individuals.

There are various basic theories related to leadership that can be observed in the following explanation:

Trait Theory This theory argues that effective leaders have certain characteristics or traits that distinguish them from non-leaders. These traits include intelligence, self-confidence, determination, integrity, and sociability. Research by Stogdill (1948) identified that there is no universal trait that guarantees effective leadership; rather, effectiveness depends on specific situations.

Behavioral Theory Unlike trait theory, this theory focuses on the behavior of leaders. Two main leadership styles identified are task-oriented and people-oriented leadership. Research by Lewin, Lippitt, and White (1939) classified leadership into three styles: autocratic, democratic, and laissez-faire.

Contingency Theory This theory suggests that leadership effectiveness depends on specific situations. One famous model is Fiedler’s Contingency Model, which emphasizes that leadership effectiveness depends on the fit between the leader’s style and the situation. The situation is evaluated based on the leader-member relationship, task structure, and the leader’s position power.

Transactional and Transformational Leadership Transactional leadership focuses on the transaction or exchange between the leader and followers, where the leader provides rewards or punishments based on performance. On the other hand, transformational leadership inspires and motivates followers to achieve their potential and bring about positive change in the organization. James MacGregor Burns (1978) is one of the pioneers of this theory.

History of Leadership in the World It’s also interesting to take a look back at the history of leadership concepts and theories.

Ancient Greece Leadership in a military context can be seen in the figure of Alexander the Great, known as one of the greatest military leaders in history. Alexander demonstrated leadership traits such as bravery, decisiveness, and exceptional strategic ability, which enabled him to conquer a vast territory from Greece to India.

Roman Empire Julius Caesar is another example of an influential military leader. His leadership during the Gallic War showed his ability to inspire and lead his troops in difficult situations. Caesar’s victories in various battles expanded the Roman Empire and strengthened his position as a leader.

World War II Military leadership can also be seen in civilian figures like Winston Churchill (Prime Minister of England), who led England during World War II. Churchill’s ability to motivate the English people through his fiery speeches and strategic policies helped change the course of the war and maintain national spirit.

Leadership in the Corporate Context Other leadership models, especially post-war, can be seen and learned from in the corporate sector, which is an integral part of the economic system or industry.

Transportation Sector Corporate leaders like Kiichiro Toyoda from Toyota, Karl Benz from Mercedes-Benz, and Henry Ford from Ford Motor Company have demonstrated innovative leadership in the transportation sector. Kiichiro Toyoda is known for implementing the Just-in-Time production concept, which has become a global manufacturing standard. Karl Benz, the inventor of the first car, showed exceptional vision in developing automotive technology. Henry Ford revolutionized the automotive industry by introducing the assembly line, which reduced production costs and made cars more affordable for the general public.

Financial Sector In the financial sector, leaders like Warren Buffett from Berkshire Hathaway are known for their wise long-term investment strategies and strong business ethics. Buffett’s leadership through data-based decision-making and in-depth analysis has consistently generated profits for shareholders.

Technology Sector Leaders like Bill Gates from Microsoft, Steve Jobs from Apple, and Elon Musk from Tesla and SpaceX have changed the face of the technology industry. Bill Gates, with his vision of a computer in every home, brought Microsoft to become one of the largest technology companies in the world. Steve Jobs is known for his brilliant product innovation and marketing, which made Apple the most valuable company in the world. Elon Musk, with his visionary leadership, has pushed the boundaries of technology with electric cars from Tesla and space exploration through SpaceX.

Leaders in the digital era, or in any era, are required to have psychological analytical capabilities, especially in building effective communication patterns. Therefore, it is necessary to briefly discuss psychology of communication.

Communication Psychology studies how the communication process affects individuals’ thoughts, feelings, and behaviors. The main theories in communication psychology include:

• Shannon-Weaver Theory (Linear Communication Model), which describes communication as a linear process involving the sender, message, channel, receiver, and noise. This model emphasizes the importance of message clarity and noise reduction.
• Cognitive-Based Communication Theory, which examines how perception and information processing affect communication.
• Social Information Processing Theory by Joseph Walther, which suggests that individuals can develop strong interpersonal relationships through text-based communication with proper information processing.
• Attribution Theory, developed by Fritz Heider, focuses on how individuals make judgments or attributions about others’ behavior. Internal attributions relate to personal characteristics, while external attributions relate to situational factors.

In a work environment, effective communication is crucial for project team success. For example, a case study at a technology company showed that implementing open communication and direct feedback between development teams and management increased productivity and job satisfaction.

Leaders in the digital era are required to be skilled and agile, as well as able to communicate publicly and persuasively. Persuasion is the process of influencing others’ attitudes, beliefs, or behaviors through communication. The main theories in persuasion psychology include:

• Elaboration Likelihood Model (ELM) by Richard Petty and John Cacioppo, which states that there are two main routes to persuasion: the central route, which involves critical thinking and analysis, and the peripheral route, which relies on heuristic cues such as speaker credibility.
• Balance Theory by Fritz Heider, which suggests that individuals strive to maintain balance in their relationships. Imbalance leads to attitude or belief change to restore balance.
• Social Judgment Theory, which states that people evaluate persuasive messages based on their pre-existing attitudes. This theory introduces the concept of latitude of acceptance, rejection, and non-commitment.

The ransomware attack on the national data center is a crisis that can also trigger conflict, as well as issues like online lending and debt collection. The escalation of conflict occurs as the negative effects of online lending and debt collection accumulate, leading to social pathology.

Conflict management is essential for leaders, who need to mitigate potential risks and disasters (including conflict). The capacity and competence of conflict management involve applying strategies to manage and resolve conflicts that involve many variables and elements that influence them. The main theories in conflict management include:

• Dual Concern Model, developed by Pruitt and Rubin, which identifies two main dimensions in conflict management: concern for oneself and concern for others. The combination of these two dimensions yields five conflict management styles: avoiding, accommodating, competing, compromising, and collaborating.
• Conflict Transformation Theory, which focuses on fundamental changes in relationships, social structures, and narratives underlying conflict. John Paul Lederach is a key figure in this theory.
• Integrative Negotiation Theory, which emphasizes finding win-win solutions that meet the needs of all parties involved in the conflict.

If conflicts are not managed well, they can lead to multidimensional crises. If the potential conflict related to the ransomware attack on the national data center is not addressed, it can lead to distrust in data management authorities, which can have severe consequences.

Therefore, a digital leader with augmented technological capabilities should be able to manage multidimensional crises using smart approaches that can produce innovative solutions in crisis management.

Crisis management is the process of facing and managing situations that threaten an organization. The main theories in crisis management include:

• Crisis Life Cycle Theory, which identifies the stages of crisis from detection to prevention and preparation, response, and recovery. Fink (1986) argues that understanding this cycle is crucial for effective crisis management.
• Situational Crisis Communication Theory (SCCT), developed by Timothy Coombs, which emphasizes the importance of situational assessment in determining the appropriate crisis communication strategy based on the type of crisis and perceived responsibility.
• Cognitive Crisis Management Theory, which focuses on how leaders and organizations process information during a crisis and make decisions based on their cognitive assessments.

In the health sector, aside from the COVID-19 pandemic, there is a case that can trigger conflict and crisis on a national scale, namely the case of poisoning in children caused by contamination of cough syrup with diethylene glycol and ethylene glycol.

WHO states that contaminated cough syrup can cause acute kidney failure. Diethylene glycol and ethylene glycol are toxic chemicals used as industrial solvents and antifreeze. Their toxic effects can cause difficulty urinating, kidney damage, and even death.

In 2022, the Indonesian Ministry of Health stated that cases of kidney failure in children were suspected to be caused by cough syrup and paracetamol. The Ministry banned 91 cough syrup products for patients.

Meanwhile, in 2022, 69 children in Gambia died due to kidney failure caused by consuming contaminated cough syrup from India. Research has shown a link between kidney failure and contamination of EG or DEG in medicine since 1937.

From the conflict sparked by media and the viral spread of information on social media, mass panic can occur. This is especially true if the issue is critical and essential, such as poisoning in babies or children, which is a concern for parents and families.

Conflict between parents and themselves, as well as between parents and healthcare providers, or even with authorities responsible for health permits and the pharmaceutical industry, can occur.

Therefore, a leader with high agility and the ability to manage complex and intense issues like online lending, debt collection, and ransomware attacks on national data centers is needed. They should be able to communicate effectively and involve the public in finding solutions.

A digital leader should have at least three agility capacities: mental agility, which is the ability to think, solve problems, and be creative at work; learning agility, which is the ability to learn and adapt quickly; and strategic agility, which is the ability to respond or drive change quickly and accurately while maintaining flexibility and focus on finding solutions.

With a clear vision and swift action, digital leaders can utilize information technology as a tool to enhance their mitigation, anticipation, communication, and education capacities, as well as construct creative and innovative solutions.

References:

• Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25(1), 35–71.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10(2), 271–299.
• Burns, J. M. (1978). Leadership. New York: Harper & Row.
• Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. New York: McGraw-Hill.
• Various historical texts on Alexander the Great, Julius Caesar, and Winston Churchill.
• Shannon, C. E., & Weaver, W. (1949). The Mathematical Theory of Communication. University of Illinois Press.
• Walther, J. B. (1992). Interpersonal effects in computer-mediated interaction: A relational perspective. Communication Research, 19(1), 52–90.
• Pruitt, D. G., & Rubin, J. Z. (1986). Social Conflict: Escalation, Stalemate, and Settlement. Random House.
• Petty, R. E., & Cacioppo, J. T. (1986). Communication and Persuasion: Central and Peripheral Routes to Attitude Change. Springer-Verlag.
• Heider, F. (1946). Attitudes and cognitive organization. Journal of Psychology, 21, 107–112.
• Sherif, C. W., Sherif, M., & Nebergall, R. E. (1965). Attitude and Attitude Change: The Social Judgment-Involvement Approach. Philadelphia: Saunders.
• Lederach, J. P. (2003). The Little Book of Conflict Transformation. Good Books.
• Fisher, R., Ury, W., & Patton, B. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Heider, F. (1958). The Psychology of Interpersonal Relations. New York: Wiley.
• Fink, S. (1986). Crisis Management: Planning for the Inevitable. AMACOM.
• Coombs, W. T. (2007). Ongoing Crisis Communication: Planning, Managing, and Responding. Sage Publications.
• Pearson, C. M., & Clair, J. A. (1998). Reframing Crisis Management. Academy of Management Review, 23(1), 59–76.