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This study examines various leadership competency shortages, such as shortages in strategic perspective; critical analysis and self-vision; managing resources, communication, and achieving results; empowering and developing teams; self-awareness and intuitiveness; and sensitivity—all of which influence problems with 4.0 leadership effectiveness. The effectiveness of 4.0 leadership was assessed in the article in relation to the effectiveness of the leadership style and its relevance to Industry 4.0. The data sample considered 86 small- and medium-sized manufacturing enterprises in Poland. The analysis used a fuzzy-set qualitative comparative analysis (fs/QCA) methodology, which allows for identifying a configuration of causes that lead to the analysed outcome. The innovativeness of the research carried out lies in the fact that the authors examined the relations of deficiencies (gaps) of certain features attributed to leaders which are dependent on each other and which determine the effectiveness of the leader. The results support the argument that different configurations of leadership competency shortages lead to low 4.0 leadership effectiveness. Almost all configurations had a low leadership competence related to strategic perspective. The position we present regarding the configurations of competency shortages and leadership effectiveness is important for considering the development of the profile of leaders in organizations. The research presented complements the characteristics of leaders in the context of building an Industry 4.0 organization.

Configurational Paths of Leadership Competency Shortages and 4.0 Leadership Effectiveness: An fs/QCA Study