Aug 2026· Greenation International Journal of Economics and Accounting· Vol 4, pp. 761-778· 0 citations
TL;DR
It is concluded that the success of digital transformation in the public sector is not determined by technology investment alone, but by leadership maturity that integrates strategic vision, organizational agility, and public value simultaneously.
Abstract
Digital transformation in the public sector is a complex and multidimensional change process in which leadership plays a central yet insufficiently mapped role in the literature. This study aims to systematically review the literature on leadership in public sector digital transformation to identify dominant leadership roles, success factors, and barriers. Using a Systematic Literature Review (SLR) approach based on the Scopus database with PRISMA selection flow, this study examined 33 articles from 398 initial records published between 2015 and 2025. Bibliometric analysis was conducted using VOSviewer to map research trends and clusters. The results reveal three main findings: (1) transformational, digital, and strategic leadership are the most dominant roles, forming a complementary triad model; (2) organizational culture, digital capability, and stakeholder engagement are the key determinants of transformation success; and (3) institutional-bureaucratic barriers, leadership capability gaps, and human resource resistance are the most critical challenges. This study concludes that the success of digital transformation in the public sector is not determined by technology investment alone, but by leadership maturity that integrates strategic vision, organizational agility, and public value simultaneously.
The findings indicate that leadership commitment and strategic alignment are the most consistently cited critical success factors for successful digital transformation and the Comprehensive digital transformation Success Model (CDTSM) is proposed, which integrates these CSFs into a structured framework encompassing the initiation, planning, execution, monitoring, and sustainability phases of digital transformation.
Behzad Salavati Tehrani, Carmen De-Pablos-Heredero· 0 citations
Digital transformation has become a strategic priority for public sector institutions seeking to enhance service delivery, operational efficiency, transparency, and citizen engagement. However, empirical evidence on the organizational and leadership determinants of digital transformation success in a developing country’s context remains quite limited. This study therefore examines the relationship among organizational openness, collaboration, employee engagement, leadership support, leadership communication, employee involvement, training, and digital transformation success within Lesotho’s public sector. A quantitative research design was employed, and data were collected through a structured survey administered to Lesotho’s public sector employees. The study utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze both the measurement and structural models. The results indicate that leadership support, employee involvement, and training are positively and significantly associated with digital transformation success. However, employee engagement and leadership communication also demonstrate significant associations, but in a negative direction. Organizational openness and collaboration do not show statistically significant relationships. The model explains 19% of the variance in digital transformation success, indicating weak to moderate explanatory power, with all predictors demonstrating small effect sizes. The findings suggest that digital transformation in Lesotho’s public sector is primarily leadership-driven and capability-based, while engagement and communication dynamics require careful management to avoid unintended negative outcomes. The study contributes to digital transformation and change management literature by providing empirical evidence from a developing-country’s public sector context and offers practical recommendations for policymakers and institutional leaders.
Lieketso Lucy Lieketso Lucy Mohlotsane· International journal of bus...· 0 citations
Digital transformation has reshaped public procurement through e-procurement platforms, electronic catalogs, and integrated digital workflows. However, procurement quality depends not only on technology but also on leadership capabilities to drive data-driven decisions, collaboration, risk management, and accountable governance. This study synthesizes the literature on the relationship between digital leadership and public procurement quality and develops a conceptual framework that explains the governance mechanisms by which digital leadership enhances procurement outcomes. A Systematic Literature Review was conducted following the PRISMA 2020 guidelines. Peer-reviewed journal articles and selected conference proceedings published between 2015 and 2025 were retrieved from Scopus, ScienceDirect, Emerald Insight, and Google Scholar. After rigorous screening, 43 studies were included for thematic synthesis. The synthesis identifies five core governance mechanisms through which digital leadership improves procurement quality: (1) strengthening digital literacy and strategic direction, (2) enabling data-driven procurement decisions, (3) enhancing transparency and auditability, (4) fostering collaborative coordination among procurement actors, and (5) supporting value for money risk governance. These mechanisms are relevant for institutional actors such as the Procurement Working Unit, Selection Working Groups, and procurement officials operating within highly regulated digital systems. The novelty lies in integrating digital leadership in the public sector and public procurement quality governance into a unified conceptual framework. Practically, the findings highlight the need to institutionalize digital leadership development, data-driven training, and accountable digital documentation. Theoretically, the framework provides a foundation for future empirical testing and leadership capacity-building beyond technological competence.
Iman Kurniawan Ginanjar, R. Mulyanti, Peggy Ratna Marlianingrum· Jurnal Ilmiah Ilmu Terapan U...· 0 citations
This study investigates the role of visionary leadership in fostering sustainable innovation amid digital transformation, focusing specifically on the city of Jeddah, Saudi Arabia. As the Kingdom undergoes a profound socio-economic shift under Vision 2030, leadership has emerged as a critical driver in aligning organizational practices with national sustainability and digitalization goals. Employing an exploratory sequential mixed-methods design, the research first conducted qualitative interviews with public and private sector leaders, identifying four major themes: Vision as a Strategic Compass, Culture of Empowerment and Experimentation, Digital Transformation as a Sustainability Enabler, and Barriers Rooted in Institutional and Cultural Structures. A subsequent quantitative phase, involving 175 survey participants, validated these findings through descriptive and inferential statistics, including regression and exploratory path analysis. Results indicated that visionary leadership was significantly and positively associated with sustainable innovation outcomes, both directly and indirectly through empowerment culture and digital technology integration. Conversely, institutional and cultural barriers were shown to inhibit innovation potential. The study proposes a region-specific conceptual model capturing the complex interrelations between leadership, sustainability, and digital capability, moderated by institutional context. This research contributes theoretically by contextualizing global leadership frameworks within the Arab Gulf and practically by offering actionable insights for leaders, policymakers, and digital transformation strategists. It highlights the need for adaptive leadership strategies that are both technologically progressive and culturally sensitive in driving sustainable futures.
M. Altassan· Humanities and Social Scienc...· 0 citations
The increasing global emphasis on sustainability has encouraged organizations to adopt responsible business strategies that integrate environmental, social, and governance (ESG) principles and environmentally oriented innovation. In this context, leadership plays a crucial role in shaping organizational strategies and sustainability practices. This study aims to examine the relationship between women's leadership, ESG governance, green innovation, and organizational sustainability through a systematic literature review. The research adopts the PRISMA framework to ensure a transparent and structured literature selection process. Data were collected from three major academic databases—Scopus, ScienceDirect, and Emerald Insight, covering publications from 2021 to 2026. The initial search identified 168 articles, and after the screening and eligibility process, 32 articles met the inclusion criteria and were selected for the final analysis. The findings indicate that research on women's leadership and sustainability has increased significantly in recent years. The literature consistently shows that female leaders contribute positively to ESG performance by promoting transparency, ethical decision-making, and stakeholder-oriented governance. In addition, women's leadership encourages the development of green innovation, including environmentally friendly technologies and sustainable product development. The study proposes a conceptual model suggesting that women's leadership strengthens ESG governance, which subsequently promotes green innovation and ultimately supports organizational sustainability. These findings highlight the strategic role of gender diversity in leadership in advancing sustainable organizational practices.
Erna Rusnani, L. Said· Journal of Economics Educati...· 0 citations
In the context of the Vietnamese Government’s acceleration of the National Digital Transformation Strategy for the 2025–2030 period, state-owned enterprises (SOEs) play a pivotal role in promoting governance innovation and shaping digital culture. However, research on digital leadership culture—reflecting leadership mindsets, behaviors, and values in the transformation process—remains relatively limited. This study adopts a qualitative approach to identify the characteristics of digital leadership culture in Vietnamese SOEs through content analysis of recent corporate reports and digital transformation strategies. Data were collected from Viettel Group, Vietnam Electricity, and Petrovietnam, along with official documents issued by state management agencies in the fields of information and communications as well as science and technology. The findings indicate that these three SOEs demonstrate approximately 8–9 out of 13 components of digital leadership culture identified in the international theoretical framework. The study contributes to enriching the theoretical foundation of digital leadership culture in the public sector and provides policy implications for developing more adaptive and innovative leadership models in Vietnam’s national digital transformation process.
Y. Bùi· Tạp chí Khoa học Đại học Côn...· 0 citations
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