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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h2 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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class=\"wp-block-heading\">\u4e09\u3001\u6570\u667a\u65f6\u4ee3\u7684\u9886\u5bfc\u529b\u8fdb\u9636\u8def\u5f84<\/h2>\n\n\n\n<p>\u6570\u667a\u6280\u672f\u5bf9\u9886\u5bfc\u529b\u4ea7\u751f\u7684\u5229\u4e0e\u5f0a\u517c\u800c\u6709\u4e4b\u3002\u9886\u5bfc\u8005\u82e5\u8981\u66f4\u597d\u5730\u53d1\u6325\u6570\u667a\u6280\u672f\u5bf9\u9886\u5bfc\u529b\u7684\u79ef\u6781\u52a9\u63a8\u4f5c\u7528\uff0c\u9700\u8981\u7cbe\u786e\u6355\u6349\u6570\u667a\u6280\u672f\u5728\u6bcf\u6b21\u8fed\u4ee3\u5347\u7ea7\u4e2d\u5448\u73b0\u7684\u7279\u6027\uff0c\u6478\u6e05\u4eba\u7c7b\u548c\u6280\u672f\u4e4b\u95f4\u7684\u4ea4\u4e92\u6a21\u5f0f\uff0c\u5e76\u4ee5\u6b64\u6301\u7eed\u63d0\u5347\u9886\u5bfc\u529b\u3002\u6211\u4eec\u63d0\u51fa\uff0c\u9886\u5bfc\u8005\u53ef\u4ee5\u4ece\u8ba4\u77e5\u53d8\u9769\u3001\u4eba\u9645\u4f18\u5316\u4e0e\u5de5\u4f5c\u8bbe\u8ba1\u4e09\u4e2a\u5c42\u9762\u8fdb\u9636\u81ea\u8eab\u9886\u5bfc\u529b\uff0c\u5e2e\u52a9\u5458\u5de5\u9002\u5e94\u6570\u667a\u65f6\u4ee3\u7684\u53d8\u9769\u4ee5\u5e94\u5bf9\u6311\u6218\u548c\u628a\u63e1\u673a\u9047\u3002<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. 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UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>\u6700\u540e\uff0c\u9053\u5fb7\u5185\u6db5\u4ea6\u662f\u9886\u5bfc\u529b\u4e0d\u5bb9\u5ffd\u89c6\u7684\u7ec4\u6210\u90e8\u5206\u3002\u5728\u6570\u667a\u65f6\u4ee3\uff0c\u79d1\u6280\u5411\u5584\u662f\u9886\u5bfc\u8005\u9700\u8981\u8003\u8651\u548c\u843d\u5730\u7684\u91cd\u8981\u5185\u5bb9\u3002\u9886\u5bfc\u8005\u5728\u63a8\u52a8\u6570\u667a\u5316\u6539\u9769\u7684\u540c\u65f6\uff0c\u8981\u8003\u8651\u79d1\u6280\u7684\u4f26\u7406\u548c\u793e\u4f1a\u8d23\u4efb\uff0c\u5728\u7ec4\u7ec7\u5185\u90e8\u548c\u5916\u90e8\u4fc3\u8fdb\u516c\u5e73\u3001\u516c\u6b63\u548c\u5305\u5bb9\u7684\u79d1\u6280\u521b\u65b0\uff0c\u4e0e\u5404\u4e3b\u4f53\u5171\u540c\u63a8\u52a8\u79d1\u6280\u5e94\u7528\u5411\u9020\u798f\u4eba\u7c7b\u548c\u793e\u4f1a\u7684\u65b9\u5411\u53d1\u5c55\u3002\u53ea\u6709\u56de\u5f52\u9886\u5bfc\u529b\u7684\u521d\u5fc3\uff0c\u624d\u80fd\u501f\u52a9\u6570\u667a\u6280\u672f\u5b9e\u73b0\u7ee9\u6548\u3001\u5065\u5eb7\u3001\u798f\u7949\u3001\u5411\u5584\u7684\u9886\u5bfc\u529b\uff0c\u6700\u7ec8\u5728\u79d1\u6280\u6d6a\u6f6e\u4e2d\u5b9e\u73b0\u7ec4\u7ec7\u6301\u7eed\u521b\u65b0\u4e0e\u53d1\u5c55\u3002<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">The challenge and advancement of leadership in the age of digital intelligence<\/h2>\n\n\n\n<h4 class=\"wp-block-heading\">lead<\/h4>\n\n\n\n<p>The age of digital intelligence is a new economic era characterized by digitalization and intelligence. The wide application of digital intelligence technology puts forward higher requirements for the connotation of The Times and the way of realization of leadership. This paper deeply analyzes the challenges posed by the new organizational management characteristics in the digital-intelligence era to leadership in cognitive, behavioral and interpersonal aspects, and points out that digital-intelligence technology will also empower leadership through hard and soft skills while bringing challenges. Accordingly, it is proposed that leaders can advance digital-intelligence leadership through cognitive change, interpersonal optimization and job design. Only by returning to the original intention of leadership can we achieve performance, health, well-being and good leadership with the help of digital intelligence technology, and achieve continuous innovation and development of the organization in the tide of science and technology.<\/p>\n\n\n\n<p>The era of digital intelligence with the typical characteristics of digitalization and intelligence has arrived. Rooted in this era, digital intelligence technology is considered a key factor of production, which refers to a range of technologies or systems capable of automating or semi-automating complex work-related behaviors, including artificial intelligence, big data, cloud computing, robotics, blockchain, and algorithms. With the practice of the application of digital intelligence technology becoming more and more normal, organizational management presents new characteristics such as data-driven, flexible and agile, and collaborative sharing.<\/p>\n\n\n\n<p>In the era of digital intelligence, leaders are the dominant force leading organizations to catch up with the wave of science and technology. In the face of new organizational management characteristics, leadership is faced with unprecedented opportunities and challenges. It is found that, on the one hand, the introduction of digital intelligence technology can help leaders to perform their functions in an advanced scientific way and exert their leadership more effectively; At the same time, digital intelligence technology can also release simple and cumbersome work affairs, shift the focus of leadership to more transformative affairs, and promote the realization of organizational goals; On the other hand, the new work norm puts higher demands on the richness and complexity of leadership. A 2019 survey of more than 8,000 people in 10 countries by Oracle and Future Workplace found that 82 percent of respondents believed a robot could do a certain type of job better than their manager, and 64 percent said they trusted a robot more than their manager. Some studies also point out that the comparative advantage of leadership is being eroded by technological advances and increased group intelligence, and that it is no longer the command-and-control era. Based on this, how to give play to the synergistic advantages of &#8220;human brain + computer brain&#8221;, continue to advance and update leadership in the trend of The Times, and flexibly and effectively respond to the requirements of The Times is a must answer in the era of digital intelligence.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The challenge of digital intelligence technology to leadership<\/h3>\n\n\n\n<p>In the process of working side by side with digital intelligence technology, leaders should not only be familiar with and understand the technology, but also adapt to the human-technology interaction mode which is completely different from the traditional human-human communication, but also coordinate the multiple relationships between people, technology and people to find a new balance point. In the face of the new organizational ecology and work mode with the brand of The Times, there are multiple challenges to the smooth performance of leadership. By combing through the existing literature, this paper intends to expound the challenges brought by digital intelligence technology to leaders from three aspects: cognition, interpersonal and behavior, in order to identify the challenges faced by leaders in the process of using digital intelligence technology, so as to bring enlightenment and guidance to practice.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">1. Cognitive challenges<\/h4>\n\n\n\n<p>In the process of applying digital intelligence technology, the primary challenge that leaders face at the cognitive level is the lack of technical literacy. Digital intelligence technology is in the stage of vigorous development, with the characteristics of rapid change, complex calculation and intelligence. With the advancement of the development process, there is even a situation of &#8220;black box operation&#8221; in the application process of digital intelligence technology, even professional technical personnel can not know the operation logic and law of digital intelligence technology. It is not easy for leaders to understand and apply these emerging digital intelligence technologies. While leaders do not need to be tech-savvy professionals, a certain level of technical literacy is required. Without knowledge of smart technology, leaders will be unable to understand the potential and application scenarios of the technology, and may be biased in assessing the impact of the technology on the organization and its employees, which in turn affects decisions. Secondly, the lack of technical knowledge will make the leader unable to accurately express the technical needs and expectations, and it is difficult to understand the suggestions provided by the technical team. Therefore, it will be difficult for the leader to achieve efficient communication and cooperation with the technical team, which will hinder the project promotion and the implementation of the idea. Moreover, leaders who are not familiar with digital intelligence technology are difficult to evaluate or even ignore the risks brought by technology, such as data leakage, information security, algorithm bias and other problems, which is a huge hidden danger for the stable development of the organization.<\/p>\n\n\n\n<p>In addition, increased uncertainty is also a cognitive challenge in the leadership process. Digital intelligence technology usually involves complex concepts, theories and technologies, coupled with its continuous evolution and change, it is difficult for leaders to accurately grasp the development direction of technology, increasing the uncertainty in the understanding of logarithmic intelligence technology. Moreover, the use of digital intelligence technology depends on data analysis, but the data is often rich in sources, complex in composition, and lack of integrity, resulting in uncertainty in the interpretation of data analysis results. In addition, the use of digital intelligence technology will bring some potential risks and ethical issues, increasing the uncertainty of leaders using digital intelligence technology to make decisions. All kinds of uncertainties make leaders face great challenges in the process of concern, selection, introduction, use and management of digital intelligence technology, and it is difficult to deal with the rapidly changing digital intelligence technology in a &#8220;once and for all&#8221; decision-making way.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">2. Interpersonal challenges<\/h4>\n\n\n\n<p>Power loosening is the interpersonal challenge that leaders face in the process of using technology, and it is also a hot topic in academia and practice. In the context of digital economy, mastering technology symbolizes the authority and legitimacy of members in the organization, and is an important source of power for members. Due to the change of organizational personnel structure, the connotation of members has gradually expanded, including not only human employees, but also digital intelligence technology. First of all, leaders cannot spare enough time and energy to master a specific technology, and can only appoint full-time technicians to control digital intelligence technology. This means that technical personnel have a valuable resource that others in the organization do not have, that is, knowledge and skills related to digital intelligence technology. They can enhance their influence in the organization through analysis and interpretation of data, highlight their absolute advantages, and then gain power, which may threaten the power stability of leaders in the organization. Second, in addition to professionals, the use of digital intelligence technology may also have an impact on the power of leaders. A study by Oracle and Future Workplace found that 82 percent of respondents believe robots can do certain types of work better than their leaders. People tend to think that leaders are good for empathy, training employees, and creating a working atmosphere, while robots are good for providing unbiased information, maintaining workflow, and solving problems. 50% of employees said they would seek advice from a robot rather than a leader. This shows that in the process of human-machine collaboration, the influence of leaders is gradually declining, and they are likely to hand over some of their work to the digital intelligence technology at the same time, it is also likely to give power to the digital intelligence technology operator.<\/p>\n\n\n\n<p>Similarly, the introduction of digital intelligence technology can also trigger a crisis of trust in organizations. The survey also found that a whopping 64 percent of respondents said they trust robots more than leaders, and nearly 25 percent said they &#8220;always&#8221; or &#8220;often&#8221; ask questions of AI rather than leaders. Existing literature emphasizes that employees&#8217; trust in leaders is very important, which can promote the communication between employees and leaders, enhance the willingness to follow, strengthen employees&#8217; work engagement, and improve work performance. However, with the use of digital intelligence technology in work, its (relatively) rational, objective, rigorous and scientific functions will make employees rely on and trust &#8220;artificial intelligence&#8221; more, and turn to question the rationality and science of leaders in decision-making, as well as the ability to deal with problems, which is a great obstacle to leadership.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In addition, scholars have different views on how digital intelligence techniques affect the quality of leader-member exchange relationships. Some scholars believe that digital intelligence technology can provide objective and multi-dimensional data results by capturing and analyzing information such as social media, instant communication software and emails, so that leaders can have a more in-depth and comprehensive understanding of employees&#8217; needs and emotions, provide personalized support according to different people, and intervene in time when employees face difficulties, which is conducive to the improvement of the relationship between the two sides. On the contrary, some scholars have proposed that the application of digital intelligence technology, such as algorithm management, is considered to be an &#8220;innovative way&#8221; for leaders to strengthen their control over employees. The constant monitoring will make employees feel untrusted and think that their autonomy and privacy are deprived, which will aggravate the contradiction between leaders and employees and even evolve into a hostile relationship. In addition, some scholars also pointed out that due to the different positions of leaders and employees, there are also differences in attitudes and views on the use of log-wise technology. For example, leaders are eager for employees to improve work efficiency by adopting high and new technologies, but employees think that learning relevant knowledge and dealing with technical faults will add unnecessary workload to them, and the cognitive inconsistency between the two sides may aggravate the friction between them.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">3. Behavioral challenges<\/h4>\n\n\n\n<p>At the behavioral level, the use of digital intelligence technology can make leaders face the dilemma of unclear task allocation. The problem of unclear task distribution exists not only between &#8220;people and technology&#8221;, but also between &#8220;people &#8211; technology &#8211; people&#8221;. Specifically, as digital intelligence becomes more widely used in organizations, functions once performed by leaders are gradually being transferred to digital intelligence, such as simple and repetitive tasks such as scheduling, budget allocation and report writing. A classic example is that the task of coordinating and organizing workers was once the job of middle managers, and now algorithm-based platforms take over this job and do it more efficiently and effectively than humans. Some studies also point out that human beings and digital intelligence technology have their respective strengths and should perform different types of work tasks, specifically, digital intelligence technology should be responsible for thinking tasks, and human beings are responsible for perceptual tasks. It can be seen that the application of digital intelligence technology makes leaders rethink and think about the role of leadership: What tasks can be handled automatically by digital intelligence technology? What tasks require humans and machines to work together? What tasks still require full human supervision and participation? This kind of thinking is valuable and necessary, and only when leaders clarify their roles can they fully utilize the advantages of digital intelligence technology, free up mechanical time-consuming tasks, free up more time to perform key leadership functions, and truly leverage the complementary advantages of &#8220;people-technology&#8221;.<\/p>\n\n\n\n<p>In addition to the division of tasks between leaders and digital intelligence, leaders may have to rethink the division of tasks between themselves and their professional employees. Leaders are constrained by heavy tasks and limited energy, and it is impossible to master all aspects of intellectual technology. It takes more than going it alone to gain a commanding position in a highly competitive and rapidly changing market. In organizations where AI supports day-to-day management decisions, &#8220;letting go&#8221; is very important, and while leaders may feel uncomfortable and out of place, it is only by sharing decision-making power with different people and leveraging the wisdom of the group that they can create a future with participants. It can be seen that leaders in the digital intelligence era need to change the traditional control and management methods, cooperate with employees with an open mind, and learn to grant power to employees who are good at digital intelligence technology, so as to fully realize the &#8220;human-technology-human&#8221; strong combination.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Hard and soft skills that enable leadership<\/h3>\n\n\n\n<p>Although the use of digital intelligence technology brings challenges to leadership at the cognitive, interpersonal and behavioral levels, at the same time, the outstanding advantages of digital intelligence technology are also expanding the scope and deepening the depth of leadership influence. The core tasks of leadership include &#8220;managing people&#8221; and &#8220;managing director&#8221;. To accomplish these two core tasks efficiently and efficiently, hard skills and soft skills are indispensable. Hard skills refer to the professional knowledge and technical ability needed to complete the task, which can usually be quantified, such as professional technical level, foreign language ability, computer level and so on. Hard skills can be improved through education, training and other channels. Soft skills include the ability to adjust oneself and coordinate interpersonal relationships, which in most cases cannot be quantified, such as self-regulation, communication skills, teamwork skills, and so on. Soft skills can be improved through observation and experience expansion. While hard and soft skills differ in many ways and have different effects on people managers and directors, they are not mutually exclusive; they complement each other in the process of leadership. For example, in the process of making and promoting the quarterly production plan of the department, the leader should not only be sensitive to market changes, professional in improving production efficiency, and familiar with the performance of the department (that is, to exert hard skills), but also have a deep understanding of the skills of mobilizing the enthusiasm of the department employees, and be good at assigning tasks according to the strengths of employees. Create a good department environment (i.e. use soft skills).<\/p>\n\n\n\n<p>Hard and soft skills have long been seen as important tools for leadership. The emergence and application of digital intelligence technology provide important tools for leaders to perform functions and manage employees. The following, we respectively from the hard skills and soft skills to strengthen the two aspects of leadership.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">1. Improve your hard skills<\/h4>\n\n\n\n<p>Leaders can use digital intelligence to improve hard skills in areas such as decision quality, job monitoring, and performance management. First, digital intelligence technology can efficiently analyze large-scale data and provide a relatively objective assessment, which provides a reference basis for leaders to make scientific and reliable decisions. For example, before making management decisions, department managers can input operational data for different years, regions, and departments into a pre-trained intelligent program, and set priorities and analysis methods for the data according to needs. The intelligent program then analyzes the instructions and presents the results in a specified way. By providing more accurate, comprehensive and objective analysis results, the intelligent program extends the original knowledge scope of the department manager and improves the original analysis level, which is conducive to the department manager to make higher quality management decisions.<\/p>\n\n\n\n<p>In addition, digital intelligence technology uses multiple media (such as cameras and website visits) to record employees&#8217; performance at work, quantify this information, and analyze it to provide feedback about employees&#8217; work. With this objective feedback data in hand, leaders can monitor employee behavior and work progress in a timely manner and make adjustments when necessary. Companies such as Uber and Amazon Mechanical Turk are already heavily using the technology, which allows leaders to monitor work progress in real time, identify underperforming employees and facilitate the efficient functioning of core organizational functions.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Moreover, the introduction of digital intelligence technology has made leaders more effective in performance management. Dong Yuge and other scholars proposed that the rapid development of digital intelligence technology has changed the traditional performance management methods. For example, leaders can use algorithms to set digital intelligence goals, provide digital intelligence feedback and guidance based on information, rely on big data to evaluate performance, and combine artificial intelligence analysis to reward and punish digital intelligence. Diversified digital intelligence technologies provide strong support for leaders to manage performance and reduce costs for organizations to increase efficiency.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">2. Digital intelligence improves soft skills<\/h4>\n\n\n\n<p>In addition to improving hard skills, digital intelligence technology also improves leaders&#8217; soft skills in identifying emotions, communication skills, and so on. While digital intelligence technology is thought to lack autonomy and empathy for human emotions, its ability to track and analyze data can help leaders better identify employees&#8217; emotions and provide timely interpersonal support. For example, digital intelligence technology can carry out text mining analysis on the content published by employees on social media, email, instant communication software and other platforms to identify employees&#8217; emotions and attitudes. Combined with the analysis results of digital intelligence technology, leaders can more intuitively and clearly understand the psychological needs of employees, and provide targeted care and support.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In addition, the lack of empathy and emotional characteristics of digital intelligence technology can be turned into an advantage in some cases, helping leaders solve some difficult problems in interpersonal interactions. It is widely believed that digital intelligence technology can provide relatively objective feedback without mixing personal interests and emotions in analysis and decision-making. Some studies have pointed out that digital intelligence technology can avoid interpersonal conflicts and reduce negative emotions and retaliatory behavior when communicating with human employees. Through a number of experiments, researchers have found that when individuals receive negative news, they are more likely to accept the result, and their negative emotions and complaints are significantly reduced if they are found to be delivered by digital intelligence technology (rather than humans). When individuals receive positive news, they experience greater satisfaction if it is delivered by a human (rather than digital intelligence). This means that with the assistance of digital intelligence technology, leaders can intelligently choose &#8220;something to do, something not to do&#8221;, and learn to choose the expression subject and transmission mode that match the information content and sexual value, which can effectively alleviate interpersonal friction and promote efficient and smooth interpersonal communication.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The advanced path of leadership in the age of numerical intelligence<\/h3>\n\n\n\n<p>Digital intelligence technology has both advantages and disadvantages for leadership. If leaders want to better play the positive role of digital intelligence technology in promoting leadership, they need to accurately capture the characteristics of digital intelligence technology in each iteration and upgrade, find out the interaction mode between human and technology, and continue to improve leadership. We propose that leaders can improve their own leadership from the three levels of cognitive change, interpersonal optimization and job design, and help employees adapt to the changes in the digital intelligence era to deal with challenges and seize opportunities.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">1. Advanced cognitive change<\/h4>\n\n\n\n<p>At the cognitive level, leaders need to enrich their knowledge of digital intelligence technology and understand its potential and limitations. Although leaders do not need to be as in-depth and skilled as technicians in mastering fine technologies such as open source and data processing, in order to perform relevant responsibilities, leaders need to understand the operation logic and purpose behind digital intelligence technology, so as to ensure the introduction of matching digital intelligence technology in the required workflow or business links, and achieve efficient communication with employees. In addition, understanding digital intelligence enables leaders to explore new business opportunities and lead organizations to adapt to new digital intelligence technologies and ways of working.<\/p>\n\n\n\n<p>In addition, leaders should change the traditional management decision-making mode and adopt the change decision-making thinking suitable for the age of digital intelligence. Leaders should also realize that the focus of leadership is not digital intelligence technology itself, but how to use digital intelligence technology to promote the realization of organizational goals and protect employee rights. Therefore, in the age of number intelligence, leaders can adopt data-fact-driven, automated and efficient decision-making thinking, and so on. Data-driven decision thinking means that leaders rely on data and facts to make decisions, rather than just intuition and experience, and use data analysis and visualization tools to support the decision-making process. Automated and efficient decision thinking emphasizes that leaders should break away from complicated and repetitive decisions, build an automated decision support system through digital intelligence technology, and automate decision-making and authorization of daily affairs according to preset rules and algorithms, so as to make management decisions and their execution more efficient. Foreseeing future-oriented decision thinking means that leaders use machine learning and predictive models to predict the trend of the results of management decisions, improve the accuracy and realizability of decisions, and avoid losses caused by decision-making errors.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">2. Advanced interpersonal optimization<\/h4>\n\n\n\n<p>At the interpersonal level, leaders can build a shared mind of digital intelligence development vision and goal strategy in the organization, help employees understand the purpose of the organization&#8217;s relevant initiatives, and thus mitigate the interpersonal conflict caused by information barriers. The introduction of digital intelligence technology into an organization is an unstoppable process. However, leaders and subordinates do not necessarily share the same cognition and attitude towards digital intelligence change, which will not only destroy interpersonal relations and team cohesion, but also hinder the successful implementation of digital intelligence strategy to a large extent. Therefore, leaders should clearly communicate and convey the development vision and goals of the organization in the era of digital intelligence to the members of the organization, so that all members of the organization can understand and share these strategic goals related to digital intelligence. For example, Meta founder Mark Zuckerberg not only talks about his love for artificial intelligence in public interviews, but also actively shares AI-related news with colleagues. Alibaba Group founder Jack Ma has also asked the company to integrate AI-related elements into the decoration inside the company to reflect the company&#8217;s innovation-centric corporate values. By breaking the information barrier in the organization and sharing the vision and goal of the organization&#8217;s digital intelligence development with members, leaders can not only help employees further understand the intention of relevant measures of the organization and eliminate the negative impact caused by information asymmetry as much as possible, but also enable employees to accept digital intelligence technology with a more open and positive attitude to reduce interpersonal conflicts. It makes the transformation process of organizational digital intelligence more smooth.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Second, as the organization&#8217;s personnel structure changes, leaders need to balance the relationship between different subjects (such as human-technology, human-technology-people). On the people-technology side, leaders need to help employees better understand digital intelligence, and through seminars, workshops and seminars, the organization will gradually adapt to the new work model of working side by side with digital intelligence. In the aspect of human-technology-people, although digital intelligence technology is increasingly penetrating into every link of organization management and its importance is becoming increasingly evident, it is undeniable that the interaction with digital intelligence technology still cannot imitate or replace the interaction between human beings, and the latter brings about the satisfaction of interpersonal needs is necessary and important for human beings. Research has found that employees who regularly use digital intelligence at work feel more lonely and have more insomnia symptoms and alcohol abuse after work. This shows that employees may not be able to meet interpersonal needs in the process of interacting with digital intelligence technology, resulting in uncomfortable reactions. Leaders should be aware of the seriousness of this problem, while emphasizing digital intelligence technology, they should still adhere to the principle of &#8220;people-oriented&#8221; and pay attention to the needs of employees in interpersonal aspects, such as encouraging cooperation among team members and actively providing interpersonal support, so as to balance the relationship between people, technology and people.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">3. Advanced work design<\/h4>\n\n\n\n<p>Leaders can also optimize work collaboration between employees and digital intelligence technology based on job design theory. According to Oldham and Fried&#8217;s job design theory, specific characteristics of job tasks such as task autonomy, skill diversity, task meaning, task identification and feedback will have an impact on employees&#8217; work experience and performance. Based on this, leaders need to design meaningful job roles and task assignments, carefully plan and design different functions in the collaborative process according to the different capabilities of human employees and digital intelligence technology.<\/p>\n\n\n\n<p>In terms of task autonomy, leaders can give employees a degree of autonomy and decision-making power that allows them to have greater autonomy in completing tasks. In work tasks based on digital intelligence technology, leaders can ensure that employees are empowered to participate in task planning, set goals, and adjust the execution of digital intelligence technology when necessary. In terms of skill diversity, leaders can provide employees with different types of tasks and activities, increasing the diversity and challenge of work. In a work environment based on digital intelligence technology, leaders can design tasks that enable employees to engage in work involving different skill and knowledge areas to keep them interested and motivated. Research has found that when working with digital intelligence technology, employees with multiple skills show more creativity in subsequent sales persuasion with customers, which leads to higher sales. In the aspect of task meaning, the declining sense of job meaning and job identity of employees in the age of digital intelligence also put forward new requirements for the advancement of leadership. According to a 2019 Gallup survey, only 5 percent of people around the world think their job is a very good job, which seems to echo the title of the book published by anthropologist David Graeber, &#8220;Bullshit Job.&#8221; Therefore, in the synergy of human and digital intelligence technology, leaders can emphasize the impact and value of work to the organization and others, so that employees can recognize the importance of their work to the overall purpose; Leaders can also share with employees about the use of digital intelligence technology and its positive impact on organizational effectiveness to inspire employee awareness and responsibility for the task. In terms of task identification, leaders can coordinate and integrate different tasks in work tasks based on digital intelligence technology to ensure that employees can participate in a complete task process and can see the results of their work. In terms of feedback, leaders should provide feedback and evaluation to employees in a timely manner, so that employees can understand their work performance and improvement direction. Leaders can use the data analytics capabilities of digital Intelligence technology to provide employees with feedback on performance and results, helping them adjust and improve the way they work.<\/p>\n\n\n\n<p>The advanced leadership model in the digital-intelligence era proposed by combining the theory of job design can help leaders fully consider the needs and motivations of employees when designing and distributing work tasks based on digital-intelligence technology, and provide meaningful, challenging and fulfilling work experience. This not only increases employee job satisfaction and engagement, but also promotes innovation and personal development, thereby enhancing overall job performance and organizational competitiveness.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Conclusion: Return to the original intention of leadership<\/h3>\n\n\n\n<p>To sum up, this paper first makes an in-depth analysis of the cognitive, interpersonal and behavioral challenges brought by the log-intelligence technology in leadership. While bringing challenges, it also points out that the log-intelligence technology will also empower leadership through hard and soft skills. On this basis, combined with the characteristics of organizational management in the digital-intelligence era and the challenges faced by leaders, the advanced path of leadership is designed, namely, the advanced digital-intelligence leadership through three aspects: cognitive change, interpersonal optimization and job design (see Figure 1).<\/p>\n\n\n\n<p>The wave of science and technology set off in the age of digital intelligence is unprecedented, it brings people to appreciate the beautiful scenery and reach the novel scientific and technological highlands, but at the same time, it also lets people see the powerful scientific and technological power, and be alert to unknown risks. As the pilot and steerer of this journey, leaders face unprecedented opportunities and challenges. Return to the original intention of leadership, or leaders on how to lead the organization and employees to flourish in the age of digital intelligence has a certain inspiration.<\/p>\n\n\n\n<p>First, the essence of leadership is to exert influence to achieve the common goals of the organization. The purpose of the organization to promote the transformation of digital intelligence is to improve production efficiency, optimize resource allocation, promote change and innovation, and ultimately realize the long-term development of enterprises. Therefore, in the process of promoting the application of digital intelligence technology, leaders should take this as the reference standard for decision-making, give play to the positive effects of digital intelligence technology, avoid the negative effects brought by it, and then lead the team to achieve common development.<\/p>\n\n\n\n<p>Second, at the core of leadership is the health and well-being of employees. Although the digital intelligent management can improve the efficiency of &#8220;directors&#8221;, the effect is not necessarily satisfactory in the aspect of &#8220;management&#8221;, and the satisfaction of employees is not necessarily improved. The invasion of personal privacy, excessive control over employees, and narrow-minded thinking that regards people as integrated data may be brought about by the intelligent management of numbers, but it has a negative impact on stimulating people&#8217;s inner motivation and enthusiasm for work. At any time, the introduction of digital intelligence technology does not and cannot undermine the basic principle of &#8220;people-oriented&#8221;, which aims to optimize the work experience of employees according to their needs and work conditions, implement personalized talent development plans and welfare policies, and ultimately improve the physical and mental health of employees.<\/p>\n\n\n\n<p>Finally, the moral connotation is also a component of leadership that cannot be ignored. In the age of digital intelligence, the advancement of science and technology is an important content that leaders need to consider and implement. While promoting digital intelligence reform, leaders should consider the ethical and social responsibility of science and technology, promote fair, just and inclusive scientific and technological innovation within and outside the organization, and work with various entities to promote the application of science and technology in the direction of benefiting mankind and society. Only by returning to the original intention of leadership can we achieve performance, health, well-being and good leadership with the help of digital intelligence technology, and finally achieve continuous innovation and development of the organization in the tide of science and technology.<\/p>\n\n\n\n<p class=\"has-text-align-center has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u7531<a href=\"http:\/\/cxounion.cn\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u6e05\u534e\u7ba1\u7406\u8bc4\u8bba\uff0c\u4f5c\u8005\u674e\u99a8\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/weixin.qq.com\/r\/fxJxaVHE1AyrrRUK90dt\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(<a href=\"http:\/\/cxounion.cn\">http:\/\/www.cxounion.cn\/<\/a>)\u5185\u5bb9\u4e3b\u8981\u6765\u81ea\u539f\u521b\u3001\u5408\u4f5c\u5a92\u4f53\u4f9b\u7a3f\u548c\u7b2c\u4e09\u65b9\u6295\u7a3f\uff0c\u51e1\u5728\u672c\u7f51\u7ad9\u51fa\u73b0\u7684\u4fe1\u606f\uff0c\u5747\u4ec5\u4f9b\u53c2\u8003\u3002\u672c\u7f51\u7ad9\u5c06\u5c3d\u529b\u786e\u4fdd\u6240\u63d0\u4f9b\u4fe1\u606f\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u4f46\u4e0d\u4fdd\u8bc1\u6709\u5173\u8d44\u6599\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u8bfb\u8005\u5728\u4f7f\u7528\u524d\u8bf7\u8fdb\u4e00\u6b65\u6838\u5b9e\uff0c\u5e76\u5bf9\u4efb\u4f55\u81ea\u4e3b\u51b3\u5b9a\u7684\u884c\u4e3a\u8d1f\u8d23\u3002\u672c\u7f51\u7ad9\u5bf9\u6709\u5173\u8d44\u6599\u6240\u5f15\u81f4\u7684\u9519\u8bef\u3001\u4e0d\u786e\u6216\u9057\u6f0f\uff0c\u6982\u4e0d\u8d1f\u4efb\u4f55\u6cd5\u5f8b\u8d23\u4efb\u3002<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u7f51\u7ad9\u520a\u8f7d\u7684\u6240\u6709\u5185\u5bb9(\u5305\u62ec\u4f46\u4e0d\u4ec5\u9650\u6587\u5b57\u3001\u56fe\u7247\u3001LOGO\u3001\u97f3\u9891\u3001\u89c6\u9891\u3001\u8f6f\u4ef6\u3001\u7a0b\u5e8f\u7b49) \u7248\u6743\u5f52\u539f\u4f5c\u8005\u6240\u6709\u3002\u4efb\u4f55\u5355\u4f4d\u6216\u4e2a\u4eba\u8ba4\u4e3a\u672c\u7f51\u7ad9\u4e2d\u7684\u5185\u5bb9\u53ef\u80fd\u6d89\u5acc\u4fb5\u72af\u5176\u77e5\u8bc6\u4ea7\u6743\u6216\u5b58\u5728\u4e0d\u5b9e\u5185\u5bb9\u65f6\uff0c\u8bf7\u53ca\u65f6\u901a\u77e5\u672c\u7ad9\uff0c\u4e88\u4ee5\u5220\u9664\u3002<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u6570\u667a\u65f6\u4ee3\u662f\u4ee5\u6570\u5b57\u5316\u548c\u667a\u80fd\u5316\u4e3a\u5178\u578b\u7279\u5f81\u7684\u65b0\u7ecf\u6d4e\u65f6\u4ee3\u3002\u6570\u667a\u6280\u672f\u7684\u5e7f\u6cdb\u5e94\u7528\u5bf9\u9886\u5bfc\u529b\u7684\u65f6\u4ee3\u5185\u6db5\u548c\u5b9e\u73b0\u9014\u5f84\u63d0\u51fa\u4e86\u66f4\u9ad8\u8981\u6c42\u3002<\/p>\n","protected":false},"author":1,"featured_media":13810,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13],"tags":[55],"class_list":["post-13785","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-viewpoint","tag-55"],"_links":{"self":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/13785","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/comments?post=13785"}],"version-history":[{"count":2,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/13785\/revisions"}],"predecessor-version":[{"id":13814,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/13785\/revisions\/13814"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media\/13810"}],"wp:attachment":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media?parent=13785"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/categories?post=13785"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/tags?post=13785"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}