Aug 2026· SENTRALISASI· Vol 15, pp. 171-208· 0 citations· 35 references
TL;DR
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 and reveals that digital leadership does not directly influence employee digital performance.
Abstract
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.
Digital transformation encourages organizations, including non-bank financial institutions, to strengthen technology-based leadership while cultivating a digital culture and digital capabilities to achieve sustainable organizational performance. This study aims to analyze the influence of digital leadership on sustainable organizational performance and examine the mediating role of digital culture and employee digital capabilities. A quantitative approach was used with the Structural Equation Modeling Partial Least Squares (SEM-PLS) method on data collected from 166 BMT employees in the Purwokerto and Purbalingga areas. The results show that digital leadership has a positive effect on digital culture, employee digital capabilities, and organizational performance. Furthermore, digital culture is shown to mediate the relationship between digital leadership and sustainable organizational performance; This finding is categorized as partial mediation because the direct influence of digital leadership remains significant. Conversely, employee digital capabilities are unable to mediate the relationship between digital leadership and organizational performance. These findings indicate that digital culture plays a significant role in supporting sustainable organizational performance, while individual capabilities have not shown a significant mediating role. This research provides theoretical contributions to the development of digital leadership literature as well as practical recommendations for non-bank financial institutions to prioritize strengthening digital culture in order to promote organizational sustainability
Aulia Arif Rahman, F. Bagis, Akhmad Darmawan et al.· Bulletin of Pedagogical Rese...· 0 citations
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.
Syarifuddin Syarifuddin, M. L. Siraj, Fahrian Arsyam Gultom et al.· Economics & business journal...· 0 citations
BackgroundDigital leadership is increasingly recognized as critical to organizational digital transformation. How digital leadership fosters employee proactive behavior through job characteristics remains insufficiently understood.ObjectiveDrawing on Job Demands-Resources theory, this study develops and tests a dual-pathway model examining how digital leadership influences employee proactive behavior through digital job demands and digital job resources, with employee digital literacy as a boundary condition.MethodsData were collected through a three-wave time-lagged survey of 533 employees across four industries undergoing digital transformation in China. Mediation and moderation effects were tested using bootstrapping procedures and hierarchical multiple regression with the PROCESS macro.ResultsDigital leadership was positively associated with employee proactive behavior through two complementary pathways: reduced digital job demands and enhanced digital job resources. Employee digital literacy moderated both pathways, such that the indirect effects were stronger among employees with higher digital literacy.ConclusionsOrganizations should invest in digital leadership development programs that address both demand optimization and resource empowerment, and should cultivate employee digital literacy. Further research is needed to examine these mechanisms across different cultural contexts, digital platform ecosystems, and demographic groups.
The findings reveal that digital leadership positively influences both innovative work behavior and organizational performance, and digital transformation capability strengthens the positive effect of digital leadership on organizational performance.
Vikash Mandal, Indu Nath Jha, Aditi Kaushik et al.· Strategy & Leadership· 0 citations
This study analyzes the influence of compensation, engagement, competence, and organizational culture on employee performance through the application of digitalization and leadership in PTPN IV Regional I. The research is motivated by the importance of digital transformation and strengthening human resources in increasing organizational effectiveness and work productivity of state-owned plantation companies. A quantitative approach was used by collecting data through questionnaires to 264 employees using the purposive random sampling technique. Data analysis was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results of the study show that compensation, engagement, competence, and organizational culture have a positive and significant effect on the implementation of digitalization, leadership, and employee performance. In addition, the implementation of digitalization and leadership has also been proven to have a positive and significant effect on employee performance. The results of mediation testing showed that the implementation of digitalization and leadership was able to mediate the relationship between compensation, engagement, competence, and organizational culture on employee performance. These findings confirm that improving employee performance requires integrating human resource management, organizational culture, digital transformation, and adaptive leadership to continuously improve work effectiveness and company competitiveness.
Thamrin, Endang Maryanti, Loly et al.· International Journal of Acc...· 0 citations
The rapid advancement of digital technologies has transformed organizational operations and increased the strategic importance of human resource management in fostering workforce adaptability and performance. This study investigates the influence of innovative HR strategies and digital HR technologies on sustainable employee performance through the mediating role of employee readiness and the moderating role of organizational support culture. Drawing on the Resource-Based View, Human Capital Theory, and Social Exchange Theory, the study develops an integrated framework explaining how HR innovation contributes to employee performance in digitally transforming workplaces. A quantitative research design was adopted using a secondary dataset comprising 368 employee responses obtained from Mendeley Data. The proposed model was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that innovative HR strategies and digital HR technologies positively influence employee readiness, which in turn significantly enhances sustainable employee performance. The results further reveal that employee readiness serves as a key mediating mechanism linking HR innovation and performance outcomes. Additionally, organizational support culture strengthens the positive relationship between employee readiness and employee performance. These findings highlight the importance of integrating strategic HR practices, digital HR technologies, and supportive organizational cultures to improve workforce adaptability and sustain performance in dynamic business environments. The study contributes to the strategic HRM and digital transformation literature by providing empirical evidence on the mechanisms through which HR innovation drives sustainable employee performance in the digital era.
Alok Kumar Bhargava, Gurpreet Attal, Rahul Malhotra et al.· The Journal of Theoretical A...· 0 citations
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