Effect of Digital Leadership on Enhancing Organizational Agility through the Mediating Role of Knowledge Sharing: An Applied Study in Iraqi Service Companies
Jul 2026· International Journal for Scientific Research· Vol 5, pp. 321-338· 0 citations
TL;DR
The results showed a statistically significant positive effect of digital leadership on organizational agility, with a strong mediating role of knowledge sharing in enhancing this effect.
Abstract
This study aims to examine the effect of digital leadership on enhancing organizational agility through the mediating role of knowledge sharing, focusing on Iraqi service companies in Baghdad. In the context of the Fourth Digital Revolution, companies face increasing challenges that necessitate adopting innovative digital strategies to enhance their flexibility and adaptability to rapid changes in the economic and technological environment. Digital leadership emerges as a pivotal factor in guiding organizations towards excellence. It stimulates knowledge exchange and fosters internal collaboration, enhancing organizational agility capabilities such as rapid response and continuous innovation. The study employed a mixed-method approach, combining quantitative and qualitative data, and collected information from 207 employees and managers of prominent Iraqi service companies. Advanced statistical tools such as factor analysis and structural equation modelling were used to measure causal relationships between variables. The results showed a statistically significant positive effect of digital leadership on organizational agility, with a strong mediating role of knowledge sharing in enhancing this effect. The study recommends developing training programs to strengthen digital competencies and cultivate a culture of knowledge sharing to increase the competitiveness of Iraqi institutions in a changing digital environment.
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
Background: In a competitive business environment, organizations are required to encourage innovative work behavior of employees through contextual factors such as perceived organizational support and empowering leadership.
Objective: This study aims to examine the influence of these two variables on innovative work behavior, with psychological empowerment and knowledge sharing as mediators.
Methods: Based on social exchange theory, the study used a quantitative survey approach on 305 employees of Company X, analyzed using Covariance-Based Structural Equation Modeling (CB-SEM).
Results: The results show that empowering leadership and perceived organizational support have a positive and significant effect on innovative work behavior. Knowledge sharing and psychological empowerment are proven to be partial mediators in the relationship between empowering leadership and perceived organizational support for innovative work behavior, with knowledge sharing as a more dominant mediator.
Conclusion: These findings suggest that organizations design structured knowledge sharing programs as an innovation-oriented HR development strategy. The limitations of the study include the use of self-assessment questionnaires in which all variables are measured based on respondents' own perceptions which have the potential for common method bias and the context of one company that limits generalization. Further research can use more diverse data sources and expand the context of different industries.
Lulu Ul Maksumah, Fanny Martdianty· Journal of Business, Social...· 0 citations
Innovation has become a strategic priority for public organizations in improving service quality and supporting bureaucratic reform in the digital era. As one of the largest workforce groups in government institutions, millennial civil servants are expected to demonstrate innovative work behavior by generating and implementing new ideas that enhance organizational performance. This study aims to examine the effect of knowledge sharing on innovative work behavior and investigate the moderating role of leadership among millennial civil servants in South Sumatra, Indonesia. A quantitative approach with an explanatory research design was employed using a survey of 200 respondents selected through purposive sampling. Data were collected through structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The findings indicate that knowledge sharing has a positive and significant effect on innovative work behavior (β = 0.472, t = 7.214, p < 0.001). Leadership also positively influences innovative work behavior (β = 0.318, t = 4.892, p < 0.001). Furthermore, leadership significantly strengthens the relationship between knowledge sharing and innovative work behavior (β = 0.201, t = 2.745, p = 0.006). The structural model explains 62.4% of the variance in innovative work behavior (R² = 0.624). These findings highlight the importance of fostering a knowledge-sharing culture and strengthening leadership practices to enhance innovation among millennial civil servants in the Indonesian public sector.
Albizia Pasmawijaya Putera, Sulastri, M. I. Hadjri et al.· IC-BESTS: International Conf...· 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
This study examines the effect of ambidextrous leadership on innovation performance through knowledge sharing and organizational agility among digital small and medium-sized enterprises (SMEs) in Indonesia. The study is grounded in the Resource-Based View, which positions leadership, knowledge, and agility as strategic organizational capabilities for achieving competitive advantage. A quantitative research design was employed using data collected from 150 owners, managers, supervisors, and employees of Indonesian digital SMEs. Respondents were selected through purposive sampling, and the research variables were measured using a five-point Likert scale. Data were analyzed using Partial Least Squares Structural Equation Modeling with SmartPLS 3. The results indicate that ambidextrous leadership has positive and significant effects on knowledge sharing, organizational agility, and innovation performance. Knowledge sharing also positively affects organizational agility and innovation performance, while organizational agility has the strongest direct effect on innovation performance. The structural model explains 46.5% of the variance in knowledge sharing, 61.3% of the variance in organizational agility, and 70.4% of the variance in innovation performance. Mediation analysis demonstrates that knowledge sharing and organizational agility partially mediate the relationship between ambidextrous leadership and innovation performance. These findings show that ambidextrous leaders improve innovation outcomes by balancing exploratory and exploitative leadership behaviors, promoting knowledge exchange, and strengthening organizational responsiveness. The study contributes to leadership and innovation literature by providing empirical evidence from Indonesian digital SMEs. Digital SME leaders are advised to encourage experimentation, maintain execution discipline, establish collaborative knowledge-sharing mechanisms, and develop flexible organizational processes to achieve sustainable innovation performance in dynamic digital markets.
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
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