Mid Sweden University

The purpose of this thesis is to explore how editorial leaders are navigating digital transformation in the post-COVID-19 era. By focusing on leadership in Swedish newsrooms, this study observes that rapid, technology-driven disruption has posed significant challenges for leaders in legacy media organizations, which are often characterized by hierarchical structures and institutional inertia.

Through qualitative interviews, this study examines how leaders manage the transition to remote and hybrid work environments, the impact of information and communication technology (ICT) on their leadership practices, and the influence of hierarchical structures on their leadership styles. The findings reveal that while editorial leaders often exhibit traits typical of communicative leaders, there is also notable acceptance of more authoritarian leadership styles in newsrooms. This acceptance is partly due to the idealization of the editor-in-chief and the high-pressure situations inherent in the industry.

Key insights from the study reveal that leaders now show a greater acceptance of new technology in newsrooms. However, there is also a recognition of the negative aspects of digital transformation for managers. A significant finding is the gap in understanding how digital transformation affects leaders' well-being. Additionally, the study highlights the importance of fostering a supportive and inclusive organizational culture to counteract resistance to change.

The implications of this research extend beyond the newsrooms, offering valuable lessons for leaders in various sectors undergoing digital transformation. It calls for an interdisciplinary approach to leadership studies, drawing insights from various research fields such as leadership, communication, organization, and information systems to develop effective strategies for understanding and managing technological and social changes in contemporary organizations.