Aug 2026· Economics & business journal :· 0 citations
TL;DR
It is shown that sustainable organizational performance can be achieved when digital leadership is effectively translated into agile employee behavior, and empirical evidence that sustainable organizational performance can be achieved when digital leadership is effectively translated into agile employee behavior is provided.
Abstract
Digital transformation has become a strategic priority for organizations seeking to enhance competitiveness and achieve sustainable performance in dynamic business environments. This study examines the effect of digital leadership on sustainable performance through the mediating role of employee agility within the context of human capital development. A quantitative explanatory approach was employed using survey data collected from employees involved in digital transformation initiatives. Data were gathered through a structured questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess the direct and indirect relationships among the proposed constructs. The findings indicate that digital leadership significantly enhances employee agility by fostering adaptability, continuous learning, and responsiveness to technological change. Employee agility was found to have a strong positive effect on sustainable performance, suggesting that agile employees contribute substantially to organizational resilience, innovation capability, and long-term effectiveness. Furthermore, employee agility partially mediates the relationship between digital leadership and sustainable performance, demonstrating that the influence of leadership on sustainability outcomes operates largely through workforce adaptability. These results highlight the critical role of human capital development in digital transformation and provide empirical evidence that sustainable organizational performance can be achieved when digital leadership is effectively translated into agile employee behavior. The study contributes to the growing literature on digital transformation and human resource management by offering an integrated framework that links leadership, employee capabilities, and sustainability-oriented organizational outcomes.
Digital transformation has significantly reshaped organizational competitiveness, making digital leadership an essential capability for modern organizations. This study examines the impact of digital leadership on competitive performance while investigating the mediating role of affective commitment and the moderating role of strategic agility in the organizational context of Pakistan. Drawing on the Resource-Based View (RBV) and Dynamic Capabilities Theory, the study proposes that digital leadership enhances organizational competitiveness by strengthening employees’ emotional attachment and improving adaptive organizational capabilities. A quantitative research design was employed, and primary data were collected through a structured questionnaire from employees working in manufacturing, service, and technology-based organizations in Pakistan. A total of 233 valid responses were analyzed using SPSS and AMOS to test the proposed relationships. The findings reveal that digital leadership significantly and positively influences competitive performance. Moreover, affective commitment mediates the relationship between digital leadership and competitive performance, indicating that employees’ emotional attachment helps translate leadership practices into improved organizational outcomes. The results also show that strategic agility strengthens the relationship between digital leadership and competitive performance. This study contributes to the literature by integrating leadership behavior, employee commitment, and organizational agility within a single framework and provides practical insights for organizations aiming to enhance competitiveness in the digital era.
Pg. Adnan, Pauline Ali, Dr. Faisal Shiraz· Journal of innovative resear...· 0 citations
This study develops an integrative model of employee productivity by examining the roles of digital capability, leadership, and operational excellence in the context of digital transformation within Indonesia’s food and beverage manufacturing industry. Although previous studies have investigated these constructs separately, limited research has integrated them into a comprehensive structural framework. A quantitative explanatory design was employed using survey data collected from 200 employees of PT Ultrajaya Milk Industry & Trading Company Tbk. The proposed relationships were analyzed using Structural Equation Modeling (SEM). The findings reveal that digital capability is the strongest determinant of employee productivity, followed by leadership, while operational excellence significantly enhances productivity and partially mediates the effects of both digital capability and leadership. The results indicate that organizations can achieve sustainable productivity by simultaneously strengthening employees’ digital competencies, developing transformational leadership, and fostering operational excellence. The study contributes to the Resource-Based View and Human Capital Theory by demonstrating that technological capability, leadership quality, and organizational processes function as complementary strategic resources for improving workforce productivity. Practically, the findings provide managerial guidance for designing integrated digital transformation and human capital development strategies to enhance organizational competitiveness.
Lia Agustianti Ghemy, Aris Setiyani, Ir J. G. W. Ignatius et al.· Siber Journal of Advanced M...· 0 citations
Despite increasing scholarly attention to digital transformation, limited research has examined how digital leadership translates into organizational performance through employee behavioral mechanisms and organizational capabilities. Addressing this gap, the present study investigates the direct and indirect effects of digital leadership on organizational performance through innovative work behavior and examines the moderating role of digital transformation capability in Industry 4.0 manufacturing organizations.
A time-lagged survey design was employed to collect data from 400 employees working in manufacturing organizations located in Gujarat and Pune, India. Data were analyzed using Partial Least Squares Structure Equation Modelling (PLS-SEM) to test the proposed relationships, mediation, and moderation effects.
The findings reveal that digital leadership positively influences both innovative work behavior and organizational performance. Innovative work behavior significantly enhances organizational performance and partially mediates the relationship between digital leadership and organizational performance. Furthermore, digital transformation capability strengthens the positive effect of digital leadership on organizational performance. However, the moderated mediation effect was not supported.
This study advances the digital leadership literature by integrating Social Exchange Theory and Dynamic Capabilities Theory within a multilevel framework. It contributes to existing knowledge by identifying innovative work behavior as a key behavioral mechanism and digital transformation capability as an important contextual enabler through which digital leadership enhances organizational performance in Industry 4.0 manufacturing environments.
Vikash Mandal, Indu Nath Jha, Aditi Kaushik et al.· Strategy & Leadership· 0 citations
The transition toward Industry 5.0 has fundamentally reshaped organizational priorities by emphasizing human-centricity, sustainability, resilience, and intelligent collaboration between advanced technologies and human capabilities. Within this context, transformational leadership has emerged as a strategic driver of organizational adaptability and long-term competitiveness. This study investigates the direct and indirect effects of transformational leadership on organizational resilience by examining the mediating roles of knowledge management capability and employee innovative behavior. A quantitative research design was employed using a survey of employees from organizations undergoing digital transformation across multiple industrial sectors. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate both measurement and structural models. The findings reveal that transformational leadership significantly enhances knowledge management capability, stimulates employee innovative behavior, and directly strengthens organizational resilience. Knowledge management capability also exerts a significant positive influence on employee innovative behavior and organizational resilience, confirming its strategic role in facilitating organizational learning and adaptive capacity. Furthermore, employee innovative behavior significantly contributes to organizational resilience by enabling continuous improvement, creative problem-solving, and organizational flexibility. Mediation analysis demonstrates that knowledge management capability and employee innovative behavior partially mediate the relationship between transformational leadership and organizational resilience, indicating that leadership effectiveness is reinforced through organizational knowledge processes and innovation-oriented employee behavior. These findings contribute to the growing Industry 5.0 literature by integrating leadership, knowledge management, innovation, and resilience into a comprehensive conceptual framework. The study offers practical implications for managers seeking to develop resilient organizations by fostering transformational leadership, strengthening knowledge management systems, and encouraging employee innovation to achieve sustainable organizational performance in increasingly dynamic and digitally driven business environments.
Dasmadi· Journal of Intelligent Decis...· 0 citations
The rapid advancement of digital technologies has significantly transformed the telecommunications industry, requiring organizations to develop adaptive employees capable of responding effectively to continuous change. In this dynamic environment, employee agility and readiness to adapt to change have become essential capabilities for maintaining organizational competitiveness. This study aims to examine the role of transformational leadership and digital culture in enhancing employee agility and readiness to adapt to change among employees in Indonesia’s telecommunications sector. This research employed a quantitative approach using survey data collected from 155 employees working in telecommunications companies in Indonesia. Data were collected through a structured questionnaire using a five-point Likert scale and analyzed using Statistical Package for the Social Sciences (SPSS) version 25. The analytical procedures included validity testing, reliability testing, classical assumption testing, and multiple linear regression analysis to examine the proposed relationships among variables. The results indicate that transformational leadership has a positive and significant effect on employee agility and readiness to adapt to change. Furthermore, digital culture significantly influences employee agility and demonstrates the strongest effect on readiness to adapt to change. These findings highlight that effective leadership practices and a supportive digital culture are critical factors in developing an adaptive workforce capable of navigating technological disruption. The study contributes to the literature on digital transformation by emphasizing the importance of human-centered organizational capabilities in achieving successful transformation outcomes. Practically, telecommunications companies should strengthen transformational leadership competencies and cultivate digital-oriented organizational cultures to improve employee adaptability and organizational resilience.
Setyowati Subroto, Rully Fildansyah, M. Muhtadi· West Science Social and Huma...· 0 citations
Digital transformation has become a strategic priority for higher education institutions seeking to improve organizational effectiveness and employee performance. However, previous studies have largely examined digital leadership, HRM practices, and employee capability separately, providing limited understanding of how digital leadership improves employee digital performance. Therefore, this study investigates the indirect effect of digital leadership on employee digital performance through High-Involvement Human Resource Management Practices (HI-HRMP) and employee dynamic capability. This study draws on the Resource Based View Theory (RBV), and Dynamic Capability Theory (DCT) to suggest that digital leadership has a positive effect on the adaptive capabilities of employees, organizational HR practices, and outcomes of digital work. The data were obtained from 205 academic and administrative staff in one private university in Indonesia through questionnaires (online and paper), and further analyzed using Partial Least Squares Structural Equation Modeling. The findings reveal that digital leadership does not directly influence employee digital performance. Instead, its effect occurs indirectly through HI-HRMP and employee dynamic capability. This study contributes to the digital leadership literature by explaining the organizational and individual mechanisms linking leadership and digital performance in higher education institutions.
Rafanjamalala Benjamine Andreas, Naelati Tubastuvi, S. Santoso et al.· SENTRALISASI· 0 citations