Abstract
The effectiveness, efficiency, and security of ICT-monitored systems are assessed as part of the Transnational ICT Leadership Assessment, which is based on the infrastructure currently in place in governmental organizations. Tailoring the assessment to each governmental entity's specific context, organizational structure, and goals is essential. Additionally, involving key stakeholders, including ICT professionals, leadership, and end-users, in the assessment process enhances its accuracy and relevance. This study aims to assess the availability of ICT infrastructure and its utilization through transnational ICT leaders in government organizations. The researchers investigated that there is a skill gap (68.89%), a lack of ICT infrastructure (50.925%), and a lack of leadership awareness (71.6%) regarding new trends towards the transnational ICT leaders of the Northern Shewa Administrative Zone. Therefore, this study identifies the challenges of aligning the infrastructure of ICT in governmental organizations for the transnational ICT leaders.
Top1. Introduction
A Transnational ICT (Information and Communication Technology) Leadership Assessment involves evaluating the effectiveness of leadership in overseeing ICT initiatives across borders, particularly in governmental or transnational organizations. Information and Communication Technology (ICT) refers to all forms of technology applied to processing, storing, and transmitting information electronically. The physical equipment used for this purpose includes computers, communications equipment and networks, fax machines, and even electronic pocket organizers (Kebede, 2020). ICT is a major national competitive advantage, providing increased efficiency, knowledge, and human development capacity (Ndou, 2004). Nowadays, the world economy is experiencing the effects of rapid globalization and liberalization as the impact of the emerging information age characterized by Information and Communication Technology (ICT). This will create a new global economic order dominated by information and information age knowledge economies (Rahman, 2007). The vital role that ICT can play in facilitating and accelerating socio-economic development has been recognized worldwide. For instance, developed countries like Canada have benefited greatly from the opportunities ICT brings (Mammo, 2016). The goal is for information technology investments and the portfolio to be heading in the right direction to maximize the value of those investments to the business (Lyons, 2007).
ICT seems well understood as a tool and an infrastructure for delivering information and services to society and for allowing communications through interactions among the service users - mostly, the digital society. Using ICT to ensure a better life requires far more than good infrastructure, ICT know-how, and the various techniques and tools. Suppose ICT has to address the real problems of society. In that case, it should be environment-friendly at a rescue, with real and tangible impact, sustainable, seamless, down to the grassroots, and reproducible experiences. A digital society should benefit from ICT in various aspects of life, from getting ordinary public services to supporting daily routine work via e-services and e-practices. So far, ICT has been used in addressing society's problems in a biased way, such that those lucky to be on the far front have high penetration of ICT more quickly. At the same time, those with low infrastructure and finance were deprived for significantly longer (Darshan, 2011).
Computer-based communication services such as E-mail, online discussion groups, and teleconferencing technologies have revolutionized how people and organizations communicate and interact. Information technologies like the Internet and related services like the World Wide Web provide society with new avenues for distributing and accessing information. Moreover, these technologies make communication and information retrieval easier. These and similar assumptions and actual utilization of the technology align information technology with BPR [Bogale, Amoroso, & Negash, 2009).
National governments are increasingly aware of the potential of ICT to improve the performance of their organizations and offer potential benefits to their citizens and business partners. However, using ICT is not straightforward and cannot be done in a limited period; rather, it requires a good framework approach. This is one of the reasons why many government organizations are still in the immature stage of ICT usage. Another important reason for this hold is that ICT requires significant changes in organizational infrastructure, which, in turn, can create resistance. This study aims to help IT practitioners in the public sector learn how to use and manage information technologies to renew business processes, improve decision-making, and gain a competitive advantage from the appropriate use of ICT (Mulugeta & Pandian, 2020; Daniels, 2002). This is also an important issue for transnational higher education providers who operate in multiple national geographic locations and often provide cutting edge educational provision in these countries.
Key Terms in this Chapter
ICT Skill Gap and Trends for Leaders: Government leaders must have a broad skill set that includes technical proficiency, strategic vision, data literacy, cybersecurity awareness, agile leadership, collaboration skills, inclusivity, and ethical leadership to close the ICT skill gap and remain ahead of emerging trends. Government organizations can provide their leaders with the right tools to drive digital transformation and effectively address the changing requirements of citizens in the digital age by investing in ongoing learning and cultivating a culture of creativity and cooperation. The speed at which technology develops has resulted in an increasing ICT skills gap for government entities. Leaders must constantly refresh their skills to stay updated with emerging technologies like blockchain, the Internet of Things (IoT), and artificial intelligence (AI). This is necessary to take advantage of innovation and service delivery opportunities effectively.
Leadership Performance Assessment: The process of assessing a leader's effectiveness in managing a team, accomplishing organizational objectives, and exhibiting critical leadership characteristics is known as leadership performance evaluation. Typically, the evaluation process includes obtaining input from several sources, examining leadership practices, and providing helpful guidance and actionable suggestions to improve leadership qualities.
Computing Technology and Change Management for ICT Leaders: ICT leaders must create a strategic vision, effectively engage stakeholders, set up governance structures, exercise leadership, invest in capacity building, adopt agile project management methodologies, prioritize user-centric design, proactively manage risks and embrace continuous evaluation and improvement if they are to implement digital transformation and change management in government organizations successfully. ICT leaders may promote positive change, enhance organizational performance, and improve the provision of public services to citizens by utilizing these ideas and practices.
Transnational ICT Leaders: Global connectivity, cross-border innovation, digital diplomacy, coordinating multilateral policies, exhibiting cross-cultural leadership, advancing ethical innovation, and navigating geopolitical complexities are all made possible by transnational ICT leaders in governmental organizations. Their work is crucial to creating a global digital future that is robust, inclusive, and sustainable.
Transnational Leadership Awareness: Navigating the complexity of the global digital ecosystem in government entities requires a transnational leadership understanding. Government agencies are becoming increasingly aware of how global issues and digital opportunities are interconnected. Transnational leadership awareness highlights the significance of comprehending and interacting with international networks, stakeholders, and trends to tackle shared problems, including data privacy, cybersecurity risks, and the growth of digital infrastructure.
ICT-Implemented Government Organizations: Governmental entities that have successfully incorporated information and communication technology (ICT) into their operations, services, and procedures are called ICT-implemented government organizations.
Digital Transformation and Innovation Ecosystems: To modernize public services, promote innovation, and propel socioeconomic development, government entities must embrace digital transformation and innovation ecosystems. Through technology, government institutions undergo a digital transformation that increases citizen participation, improves service delivery, and streamlines operations. Additionally, government agencies foster innovation ecosystems that aid in creating and using cutting-edge technology and approaches to social problems.