The advent of Industry 4.0 has reshaped the landscape of technological leadership, marked by the integration of the Internet of Things into manufacturing environments. This study explores the evolution of leadership within the context of Industry 4.0, differentiating between managers and leaders. The journey from employee 1.0 to employee 4.0 is outlined, highlighting the transformation from obedient subordinates to self-managers, strategic business units, entrepreneurs, and, ultimately, individuals with free flowing viewpoints in the workforce. This study delves into the distinct requirements for effective leadership in each industrial phase. In Industry 1.0 and 2.0, leaders focused on mastering machinery and adapting to emerging technologies, while Industry 3.0 saw the rise of information technology and employees as entrepreneurs. The advent of Industry 4.0, characterized by the Internet of Things (IoT), demands leaders to be cross-hierarchical, team oriented, and cooperative, placing a premium on personal competence. A 2-dimensional matrix is introduced to summarize the essential attributes of technological leadership in Industry 4.0. The matrix, gauging "concern for people" and "concern for innovation and technology," distinguishes between "technological leaders" and "digital leaders." While technological leaders emphasize technology, digital leaders exhibit high concern for both technology and people. This study emphasizes the significance of digital leaders in fostering innovation through a cooperative and team-oriented approach, aligning with the collaborative dynamics of Industry 4.0.