Peran Kepemimpinan Digital Dedi Mulyadi dalam Pengembangan Talenta Digital melalui Program JIDA 2025 di Jawa Barat

PurposeThis study aims to investigate the impact of digital leadership (capabilities, experience, predictability and vision) and green organizational culture on firms' digital transformation and financial performance. Additionally, the research aims to evaluate the mediating role of digital transformation in the relationship between digital leadership and firms' financial performance.Design/methodology/approachA purposive sampling technique was employed to identify and select individuals with relevant expertise and experiences in the field of digital transformation. A total of 164 responses were collected, and the questionnaire was designed based on a five-point Likert-type scale. The data were analyzed using SmartPLS 4 (Statistical Software for Structural Equation Modeling).FindingsThe findings indicate that digital leadership capabilities, experience, predictability and vision do not directly impact firms' performance. However, there is an indirect influence on firms' performance through digital transformation. While both digital transformation and green organizational culture (GOC) positively influence firms' financial performance, GOC, leader predictability and leader vision positively influence digital transformation. The results confirm that digital transformation mediates the relationship between capabilities, experience, predictability and vision and firms' financial performance.Research limitations/implicationsThe study highlights that strategic capabilities can enhance value-added processes during digital transformation, contributing to sustainability in the digital era. Overall, this research significantly advances both theoretical understanding and practical applications in the context of digital leadership and its impact on firms. Limited digital transformation stages among Malaysian firms impact the research, with some entities cautious about data disclosure and having limited cooperation with researchers. Gathering data from diverse sources would have strengthened the findings and methodological rigor of this multilevel study. Despite these limitations, the research offers fresh insights into the role of GOC, different facets of digital leadership and their influence on digital transformation and financial performance. This enhances existing knowledge and challenges assumptions of the transformational leadership theory (TLT) framework.Practical implicationsThe study opens the door to further research into distinct leadership components and their effects in a similar context. By highlighting the positive influence of capabilities, experience, predictability and vision on digital transformation, it expands the theoretical and empirical scope in the realm of digital leadership. These findings encourage critical examination, refinement and evolution of TLT, providing insights for leaders and managers as they navigate digitalization, financial performance and digital leadership within organizations. In an era of digital transformation, leaders play a central role in building a psychologically safe environment and nurturing digitally skilled teams capable of managing technological changes. Leaders should possess the digital capabilities, experience, vision and predictability necessary to drive digital transformation, mitigate potential threats and adapt to the dynamic digital landscape.Social implicationsThese findings support government initiatives to accelerate digitalization and Industry 4.0 implementation. Collaboration between the government and private organizations is essential to create policies and practices that facilitate broad participation in digital transformation programs. Policymakers must adopt a proactive approach to address issues related to Internet accessibility, trade barriers, financing access and resource reallocation. These policies aim to ensure a high-quality and affordable digital infrastructure, cultivate trust in digital technologies and equip organizational leaders with the necessary digital skills.Originality/valueThis research provides valuable insights for practitioners to enhance firms' digital transformation. As a practical contribution, this study’s findings can inform how firms can better manage their key digital leadership resources and GOC to foster digital transformation and improve their financial performance.

This study conducts a systematic review of digital leadership in organizations. In the era of digital transformation, digital leadership is increasingly important, yet publications on this topic are limited compared to other leadership styles. Through a literature search on Scopus and Web of Science, we selected 24 relevant articles out of 414. Findings indicate an increasing trend in publications since 2016. Selected articles cover definitions, perspectives, research designs, and outcomes. Digital leadership combines leadership practices and technology. However, the definition of digital leadership still varies. Most studies use a quantitative approach with questionnaires. This study provides a comprehensive understanding of digital leadership and identifies knowledge gaps for future research. The article contributes to practitioners and academics understanding of digital leadership in the era of digital transformation.

In today's world, which is referred to as the era of digital transformation, the expectations from the leader role are changing significantly and digital leadership understanding draws attention as a reflection of these expectations. This study examines the impact of digital leadership on employees' job performance, job satisfaction and career satisfaction and examines the mediating role of Heavy Work Investment (HWI) in this relationship. Within the framework of the sub-dimensions of HWI such as Time Commitment (TC) and Work Intensity (WI), the study investigates how employees' investment in their work is shaped and the guiding role of digital leaders in this process. This study, which aims to determine the mediating role of HWI in the effect of digital leadership on job performance, job satisfaction and career satisfaction of employees, was conducted with 393 employees working in SMEs operating in the IT sector. The data obtained by convenience sampling methods were analyzed with Smart-PLS program. The study was shaped on the axis of structural equation modeling. The findings of the analysis reveal that digital leadership has a significant effect on employees' job performance, job satisfaction and career satisfaction. In addition, it has been determined that HWI creates different mediation mechanisms in terms of its sub-dimensions TC and WI in the relationship between digital leadership and employees' job performance, job satisfaction and career satisfaction. The research findings reveal that digital leadership has positive effects on employees' job performance, job satisfaction and career satisfaction and that HWI plays a partial mediating role in this process. It is noteworthy that while WI is found to be a strengthening factor in this relationship, the effect of TC on job satisfaction and career satisfaction is not significant. This suggests that TC may lead to negative consequences such as burnout and stress instead of increasing employees' motivation and performance. Moreover, practices that increase employee engagement in the digital transformation process appear to play a critical role in maintaining organizational efficiency and employee well-being in the long run. While the findings are in line with the existing literature, they suggest that a deeper understanding of the interaction dynamics between digital leadership and HWI is needed.

Using the new positive aspect of digital leadership to improve organizational sustainability: Testing moderated mediation model.

Background and Aims: In the era of digital transformation, digital leadership has emerged as a critical component of educators' ability to navigate and utilize data literacy in increasingly digitalized environments. University teachers, in particular, need digital leadership to adapt to advancements in technology and enhance their teaching and administrative skills. This study focuses on constructing and validating a digital leadership model specifically for university teachers in Liaoning Province. The research aims to identify the key components of digital leadership and develop a model that addresses the current and future needs of educators in this evolving landscape. Methodology: The study employs a grounded theory approach to build a theoretical structure of digital leadership for university teachers. Field interviews with a diverse group of university educators were conducted to gather qualitative data. This data was then analyzed through a series of open, axial, and selective coding processes, allowing the identification of six key categories that form the foundation of digital leadership. These categories were then subjected to quantitative analysis using structural equation modeling (SEM) to assess the fit of the proposed model. Validation was achieved through iterative model testing and refinement, ensuring that the final model accurately represents the digital leadership characteristics of university teachers. Results: The analysis revealed six key dimensions of digital leadership for university teachers: Digital Leading Insight: The ability to foresee digital trends and incorporate them into teaching strategies. Intelligent Teaching Organization: Effective integration of technology in teaching methods to enhance learning outcomes. Industry-Education Integration Promotion: Fostering collaborations between academia and industry to align educational practices with industry needs. Teacher Professional Development Learning: Ongoing self-improvement and learning to stay updated with technological advancements. Digital Cooperation and Communication Influence: Facilitating effective digital communication and collaboration within and across institutions. Digital Education Policy Decision-Making: Engaging in the formulation and implementation of digital policies in education. The model demonstrated a high degree of fit across all indices, confirming its validity as a framework for understanding digital leadership in the context of university educators. Conclusion: The study provides a validated model of digital leadership for university teachers, highlighting six core competencies that educators must develop to succeed in the digital era. Recommendations for fostering digital leadership include offering leadership development training, optimizing blended learning environments, enhancing collaboration, driving organizational change, establishing incentive mechanisms, and promoting an integrated culture of industry-education collaboration. The results suggest that addressing these areas will significantly enhance the digital leadership capacity of university teachers in Liaoning Province, thereby improving educational outcomes in the digital age.

In an era of rapid digital transformation, organizations must leverage digital leadership to drive innovation and maintain a competitive edge. This study explores the relationship between digital leadership, digitalization capability, and innovation performance, focusing on white-collar employees in Turkey. Using a survey-based quantitative approach, data were collected from 119 professionals across various industries. The findings reveal that digital leadership has a positive but moderate impact on innovation performance, while digitalization capability plays a stronger role in enhancing innovation outcomes. Regression analysis indicates that digital leadership significantly influences digitalization capability, which in turn has a substantial effect on innovation performance. These results highlight the importance of developing digital leadership competencies and integrating digital strategies into organizational innovation processes. The study contributes to the growing body of research on digital transformation by emphasizing the need for business leaders to adopt digital strategies that foster innovation. Practical implications suggest that organizations should invest in digital literacy, leadership training, and technology adoption to sustain innovative performance in the digital economy.

In the era of digital transformation, organizations are making efforts towards sustainability. In particular, leadership is transforming into digital leadership according to changes in management environments, which are deeply related to organizational performance. In this study, we focus on organizational performance and sustainability management and clarify the role of digital culture and employees’ digital capabilities in perspectives on digital leadership. We collected data from 149 employees who work in South Korean organizations using a survey based on digital leadership, digital culture, employees’ digital capabilities, and organizational performance, and we tested our hypotheses using structural equation modeling. The results show that digital leadership has a positive direct and indirect effect on organizational performance. Moreover, digital culture and employees’ digital capabilities partially mediate the relationship between digital leadership and sustainable organizational performance in South Korea. This study contributes to leadership and resource-based view (RBV) research by providing evidence for the role of digital leadership in sustainable organizational performance. As leadership continues to extend alongside verification of the RBV theory, the crucial role of digital leadership is changing, and the role of employees’ digital capabilities in organizational performance in South Korea needs to be considered.

Objective - The main objective is to examine the role of digital leadership mediated by digital skill in improving organizational performance in line with digital transformation efforts within the General Election Commission of North Sulawesi.Design/methodology - The sample used in this study amounted to 78 people who are elements of the commissioner and secretariat of the General Election Commission of North Sulawesi Province. Testing the relationship between variables and hypotheses was carried out using the Structural Equation Modeling (SEM) technique.Results - Based on the results of hypothesis testing, it can be concluded that Digital Leadership has a significant effect on Organization Performance and Digital Skills. Meanwhile, Digital Skill has a positive effect on Organizational Performance but does not have a significant effect. The indirect relationship between Digital Leadership and Organizational Performance through Digital Skills does not have a significant effect.Research limitations/implications - This study concludes that the role of digital leadership has a major influence on improving organizational performance in the era of digital transformation. The era of technology 4.0 requires leaders to develop their digital skills in utilizing technology to face the development of information technology in organizations.Novelty/Originality - The originality of this research lies in the object of research where previous studies have only analyzed the digital transformation process in the private sector but the public sector namely the government has not been carried out.

Organizations are focusing on becoming more sustainable, particularly in this era of digital transformation. Leadership and managerial abilities significantly impact organizational success. Organizational strategies and procedures are evolving due to recent advancements in digital technology and the spread of digital transformation. A digital leader is a person who recognizes the potential of digital tools and trends, uses them to drive innovation and efficiency, and promotes a culture of ongoing learning and adaptation. The hypotheses investigated in this research are that: H1: Digital leadership has a positive effect on innovative work behavior. H2: Digital organizational culture plays a mediating role in the relationship between digital leadership and innovative work behavior. The sample of the research consisted of employees of companies operating in the fields of IT and technology in Istanbul. The research data collection process was completed with data from 404 questionnaires. The research data were analysed using AMOS 22 and SPSS 27 programs. Descriptive statistical analyses were performed to determine the demographic structure of the participants. The validity and reliability of the scales were firstly tested, the findings of which confirmed that the scales have convergent validity. The findings of this study shed light on the intricate relationship between digital culture, digital leadership, and innovative work behavior, offering valuable insights for both scholars and practitioners in the field of organizational behavior and management. Another significant finding is the positive impact of digital leadership and digital culture on innovative work behavior within organizations.

Introduction. Digital leadership must have the ability to adapt to changes in the technological environment. The rapid development of technology demands adjustments to changes that run quickly so that organizational goals can still be achieved. Digital leadership must be formed with the mindset and ability to solve problems and the ability to maintain relationships between members and between teams. This study aims to determine how digital leadership improves digital transformation in university organizational by analyzing student opinions. Study participants and methods. The present quantitative descriptive study samples were students from five faculty in Universitas Terbuka using purposive sampling. The data were gathered from a structured questionnaire survey of 403 respondents. The factor analysis was applied to bring out the Digital Leadership and Digital Transformation variables representing the attributes, and later, the causality between these variables was established using structural equation modelling (SEM). Results. The confirmatory factor analysis has shown that digital leadership was constructed by eight factors, namely digital literacy (0.740), digital vision (0.801), defence (0.820), presence (0.836), communication (0.849), adaptability (0.801), self-awareness (0.783), and cultural awareness (0.760). Digital transformation comprises five factors: strategy and governance (0.343), curriculum and method (0.447), assessment (0.478), self support and development (0.427), infrastructure and resources (0.461). Empirically, digital leadership significantly influences the digital transformation in university organizational with a coefficient value of 0.507 and an R square value of 0.325. Leaders with digital leadership are able to adapt to the rapid development of technology and changes in organizational behaviour. Digital leadership enables leaders to direct, lead and evaluate an organization's digital transformation process. Practical significance. This study examined the influence of Digital Leadership on Digital Transformation. Digital leadership is innovative leadership that supports the implementation of digital transformation in organizational culture to increase the university's competitive advantage. University leaders must have digital leadership skills, including digital literacy, digital vision, defence, presence, communication, adaptability, self-awareness, and cultural awareness. This capability is used by university leaders to execute all problems encountered in the digital transformation process. Finally, the next research recommendation is to provide a digital leadership module for university leaders. Future digital leadership research should also be linked to emotions, followers, gender, and organizational culture.

Digital transformation provoked by Industry 4.0 should not be just seen as a technological issue, it causes also fundamental changes in processes and in organizations of companies. Notably a new understanding of leadership can be counted on to them. The so-called “digital leaders” are expected to act rapidly and flexible in networked and distributed organization structures on the one hand and on the other hand they have to manage the digital transformation of the organization. Since most of the companies are still in the beginning of their digital transformation, there is a lack of a common understanding and a standard model of digital leadership. Most of the existing research works are visionary and predict the requirements for digital leadership on anticipated technological, economical and organizational changes; only few of them report about changes in leadership based on implemented cases. The objective of this study is to sum up main characteristics of the leadership in the era of digital transformation by applying content analysis of literature review as the method.

The purpose of this article is to deepen the understanding of how digital leadership influences employee performance and organizational commitment, especially in the era of digital transformation. The following objectives were set and solved within the framework of the study. The main characteristics and approaches of digital leadership in the modern context were defined. The impact of digital transformation on organizational commitment and employee performance was investigated. The relationship between digital leadership, employee performance and their level of commitment to the organization was revealed. The key mechanisms by which digital leadership contributes to the development of innovative behavior and employee motivation were identified. It was analyzed how digital leaders contribute to the successful integration of technology into the strategic and operational processes of organizations.

This study aims to analyse the influence of work flexibility, digital leadership, and work-life balance on employee commitment, with mental well-being as a mediating variable. This study was conducted on BTN Bank employees in KC Bangkalan Regency using a quantitative approach. Data was collected through questionnaires from 50 respondents and analysed using regression tests and Sobel Test to test the mediation effect. The results showed that work flexibility, digital leadership, and work-life balance have a positive and significant influence on mental well-being. In addition, mental well-being has a significant influence on employee commitment and mediates the relationship between the three independent variables and employee commitment. Digital leadership provides the largest mediating effect compared to work flexibility and work-life balance, confirming the importance of the leader's role in supporting employees' mental well-being in the era of digital transformation. The findings imply that Bank BTN can improve employee commitment by implementing work flexibility policies, supporting work-life balance, and strengthening digital leadership competencies. This research also contributes to the human resource management literature by offering a new perspective in supporting employees' mental well-being as a strategic factor in increasing organisational loyalty.

In the rapidly evolving digital landscape, the role of middle managers in organizational structures and processes is increasingly pivotal. Positioned at the nexus of strategic directives and operational execution, they play an important role in driving digital transformation. This study discusses the under examined domain of middle managers' digital leadership and its impact on employee work engagement in the context of digital transformation. Drawing on Social Exchange Theory, this study investigates the influence of middle managers' digital leadership on employee work engagement through the analysis of survey data from 559 respondents across 11 listed companies in Southwest China. It examines the roles of employee empowerment and affective commitment as pivotal mediating variables and investigates the moderating effect of emotional intelligence in these relationships. The study aims to elucidate the mechanisms by which middle managers' digital leadership fosters employee work engagement, highlighting the importance of emotional intelligence, empowerment, and affective commitment in this process. The study reveals that middle managers' digital leadership has a significant positive impact on employee work engagement. Employee empowerment and affective commitment serve as mediating factors in the relationship between middle managers' digital leadership and employee work engagement. Emotional intelligence moderates the effect of middle managers' digital leadership on employee empowerment. Meanwhile, emotional intelligence further moderates the chain mediating of employee empowerment and affective commitment between middle managers' digital leadership and employees' work engagement. This research offers valuable insights into the dynamics of leadership and engagement in the digital era, emphasizing the need for organizations to foster digital leadership capabilities in middle management. It provides practical implications for enhancing employee work engagement through strategic digital leadership, emphasizing the role of employee empowerment, affective commitment and emotional intelligence in adapting to digital transformation.

In the era of digital transformation, the capability of digital leadership has become increasingly crucial for organizational success. This study explores the impact of digital leadership on individual performance through a meta-analysis. Based on the analysis of 19 studies, digital leadership consistently shows a positive relationship with individual performance across various countries and industrial sectors. Digital leadership is seen to create a more collaborative and adaptive work environment, ultimately positively affecting individual performance. This research strengthens existing literature and provides new insights into the effectiveness of digital leadership in modern organizational contexts