Author

Digital Leadership and Digital Transformation: The Role of Change Readiness, Person-Organization Fit, and Person-Job Fit

Introduction

Digital leadership and digital transformation: the role of change readiness, person-organization fit, and person-job fit. Explore digital leadership's impact on digital transformation, mediated by change readiness and moderated by person-organization and person-job fit. Study in Pakistan's ICT sector.

Abstract

Technological artificial intelligence and digitalization are rapidly transforming business environments across the globe, compelling organizations to reassess their strategies, structures, and leadership approaches. In this context, the present study examines the impact of two critical leadership styles, digital leadership (DL) and digital transformational leadership (DTL), on the process of digital transformation (DT) within organizations, specifically through the mediating role of change readiness (CR). Furthermore, this study explores the moderating effects of person-organization fit (POF) and person-job fit (PJF) on these relationships. To analyze these relationships, researchers targeted the information and communication technology (ICT) industry in Pakistan. The study targeted 150 ICT firms, and survey-based questionnaires will be implemented with 350 employees. Researchers employed SmartPLSv4.1.1.2 to analyze first-hand survey-based data. Grounded in transformational leadership theory (TLT), the findings are expected to reveal that DL and DTL significantly contribute to building a robust organizational culture that is conducive to digital transformation. Moreover, CR plays a critical mediating role, highlighting the psychological and behavioral preparedness of employees to embrace digital initiatives. Moreover, POF and PJF play a moderating role and boost the impact of CR on DT. Finally, this research emphasized theoretical and practical implications and ensured that these efforts are crucial to sustain innovation, competitiveness, and long-term success in the digital era.

Review

This study tackles a highly pertinent and critical area within contemporary business research: the complex interplay between digital leadership, organizational readiness, and the successful execution of digital transformation. By proposing a comprehensive model grounded in transformational leadership theory, the authors aim to elucidate how distinct digital leadership styles (digital leadership and digital transformational leadership) facilitate digital transformation. The inclusion of change readiness as a key mediator, alongside the moderating roles of person-organization fit and person-job fit, promises to offer a nuanced understanding of the psychological and behavioral underpinnings of an organization's journey through digitalization. Methodologically, the research employs a quantitative approach, utilizing survey-based questionnaires targeting 150 ICT firms and 350 employees within Pakistan's burgeoning information and communication technology sector. This specific geographical and industrial focus is a strength, allowing for context-rich insights into an industry at the forefront of digital change in a developing economy. The planned use of SmartPLSv4.1.1.2 for data analysis is appropriate for the study's structural equation modeling objectives. The expected findings, which highlight the significant contributions of digital leadership styles, the critical mediating role of change readiness, and the boosting effects of POF and PJF, suggest a robust and insightful empirical investigation. Overall, this research is poised to make a valuable contribution to both theory and practice. Theoretically, it extends transformational leadership theory into the digital realm by integrating critical constructs relevant to modern organizational dynamics. Practically, the anticipated findings regarding the interplay of leadership, readiness, and fit will provide actionable insights for leaders striving to navigate digital transformation effectively. The emphasis on fostering innovation, competitiveness, and long-term success through these efforts underscores the study's relevance for organizations worldwide, particularly those in rapidly digitalizing environments.

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