AP5-3

The digital transformation team comprised highly skilled but low authority members from various departments. Although enthusiastic about the project, their line managers, who were not part of the team, were sometimes skeptical or resistant. This lack of distributed leadership concentrated influence within a small group, leading to bypassed department heads and reduced support for the project's initiatives. 3. Highly skilled but low authority team members. The digital transformation team included some of the organization's most technically capable and open-minded employees drawn from different functional areas. However, they were not necessarily senior decision makers within their own departments. This created a structural problem. Even if these individuals were enthusiastic about the project, their line managers were sometimes skeptical or overrides resistant, particularly if they themselves had not been formally included in the team. In some cases, department heads felt bypassed or excluded, which reduced their willingness to support the project's initiatives. The absence of a distributed leadership approach meant that influence was concentrated within a small, technically focused group rather than spread across the organization's established