The arc is important in evaluating the strategic leadership and application of technology by the CEO. According to Chen et al. (2014), CEOs need to make it a preference to strengthen the technology function and bring more technology capacities closer to the operations and strategy of the business. The first maturity stage is the conceptual knowledge of technology which shows the capability of the CEO to learn, intellectualize and eloquently address the major concerns that relate to business uses of the existing organizational structures, technology, ethical issues associated with technology, and options of leadership that are required to ensure the successful deployment of technology (Langer, 2017). Additionally, here the CEO is relatively aware of what the technology can do for the business.
The next stage is
multiplying the business viewpoints of technology. Here, the CEO can
incorporate various viewpoints from the staff, consultants, and management
regarding how technology is applied to the business. As a result, the CEO will
be able to develop their perspectives on the capacity of organizational
structures, the ethical values and dilemmas regarding the technology, and
expand their conceptual and leadership abilities and skills. The third stage is
incorporating business applications to technology. Here, the CEO has advanced
knowledge of the benefits of technology on the business and how they can use
their skills and abilities to support it. Therefore, they will be able to
effectively incorporate ethical systems, organizational structures, and business
value to enhance their leadership.
The fourth maturity
stage is implementing the technological or business process. The CEO will be
able to integrate the technology when they adequately input their
understanding, executive leadership skills, organization structures, and
technological ethics and business values when executing their tasks. The fifth
stage involves the strategic employment of technology. Here, the CEO’s
leadership is achieved when they can apply their theoretical expertise, create
a new structure for the company, as well as develop new and appropriate values
and ethics to lead the company in a strategic manner (Langer, 2017).
Here, the CEO is able to have an advanced vision of how technology and business
can be improved so as to achieve more benefits for the company.
Performance Dimensions
The first dimension is
concepts of technology that involves issues regarding technical skills that are
associated with technological applications in the business (Langer, 2017). This
dimension describes the CEO as competent technically, conceptual, and also
based on technological or business growth. Organizational structures are
another dimension whereby the CEO is aware of other options in regard to
organizational structures that facilitate the employment of technology into the
business. These organizational structures integrate with the business settings
in terms of duties, positions, career paths, and the company’s reporting
choices.
Another performance
dimension is the executive values that determine the CEO’s capacity to address
and act on the values relating to technology, which directs the ethical uses,
integrity, honesty, commitment, and identifying of career objectives on the
basis of the organization’s structure (Langer,
2017). Further, executive ethics is another
dimension involved in the dedication and commitment of the CEO towards
educating and enhancing the company’s actions in terms of technological
applications.
Finally, there is
executive leadership whereby there are the perspectives of the CEO in regard to
the executives’ position in the business as well as the capacity of aligning
performance with its organizational capital (Langer, 2017). Here, there is the
CEO’s self-improvement, commitment to organizational learning, the capacity to
understand and address technology and business concerns, and resilience in the
event of challenges.