Leadership Development Programs Research Articles

Assessing the impact of a leadership development programme on self-reported confidence of Community Pharmacy Neighbourhood Leads in South East London

Abstract Introduction Community Pharmacy (CP) integration is a key NHS England strategy, including for South East London (SEL) Integrated Care Board (ICB). To drive forward this strategy in SEL, the ICB medicines team created and funded community pharmacy neighbourhood lead (CPNL) roles. The CPNLs provide local leadership to strengthen CP-GP relationships and increase uptake of CP services (now badged Pharmacy First). To support implementation, a leadership programme was developed with system partners and delivered by Kaleidoscope,1 building on previous work.2 Core themes were building trust, driving collaboration and embedding innovation. Aim To measure the confidence level of CPNLs in SEL throughout the development programme, and associated outcomes. Methods There were five leadership sessions delivered to invited CPNLs and ICB colleagues between November 2023 and March 2024. The first and last sessions were face-to-face with the others virtual. Sessions covered both theory and implementation. At the end of each session all participants were asked to complete an online Microsoft forms survey compiled by Kaleidoscope, asking about their confidence in the CPNL role (where 1 is not at all confident and 5 is extremely confident), current relationships locally and actions planned and completed to date, using tick box, Likert scale and free text responses. Data was analysed in Microsoft Excel and through content analysis, with analysis completed for all attendees per session and separately for those attending 4 or 5 sessions. This study received ethics approval from Kingston University Ethics Committee (3396). Results A total of 37 individuals attended one or more sessions, with 16 attending 4 or 5 sessions. For all attendees, mean confidence score increased from 3.7 in session one to 4.14 in session five (out of 5) (session two:3.77; session three:4.05; session 4:4.17). Those who attended four or five sessions finished with a mean confidence score of 4.33, starting at 4.00 (session two:3.86; session three:4.19; session four:4.27). Comments showed participants initially reporting that there was room to improve relationships with key stakeholders, such as clinical directors, GPs, ICB and CP colleagues. By session five confidence had increased with comments noting that there was confidence to meet new people, network appropriately, and fulfil the required role. ‘Through the network we have created through this programme, confidence has grown with shared learning and new relationships.’ Comments were also received relating to improved joint working supporting the rollout of community pharmacy initiatives such as the Pharmacy First scheme. ‘Our confidence has grown, and we are arranging training sessions with the clinical directors with the local surgeries for some of the newer services like Pharmacy First.’ Discussion / Conclusion Our programme has increased CPNL confidence and engagement with local stakeholders, with greater confidence seen in those engaging most with the leadership programme. Limitations include not having consistent attendance at sessions. The launch of the national ‘Pharmacy First’ service halfway through the programme had a significant impact on the community pharmacy sector,3 with CPNLs being pivotal in building success in partnership. Further evaluation should assess impact of CPNLs on community pharmacy service provision and referrals by GPs.

Nurses' and midwives' perception of the leadership skills and attributes required of future leaders.

Identify the skills and knowledge future nurse and midwife leaders might require in the next 6 years. Design/methodology/approach: An online questionnaire elicited health professionals' perspectives on the future requirements for nurse and midwife leaders. Qualitative data were generated in response on health care and the likely leadership skills for the future. Data were extracted and analysed using qualitative content analysis. Four generic categories were abstracted from the core category 'Nursing and Midwifery Leadership'. These were values/traits; creating positive healthcare cultures; digital capability/competence; and systems thinking. Limitations/implications. This first stage evaluation has gained a wide variety of perspectives regarding the perceived skills and knowledge future nurse and midwife leaders might need. This is important to enable those who deliver leadership development programmes to plan appropriately, ensuring their programmes are designed and adjusted in response to the needs of a shifting health and care landscape. However, over 50% of respondents were White, so the data may not be representative of the diversity of registered nurses and midwives. The findings may not have direct relevance to the global context due to geographical limitations.

The Influence of Leadership Behavior Assessments and Servant-Oriented Leadership on Employee Engagement

Employee engagement is vital for organizational success, driving productivity, innovation, and resilience. Despite efforts to enhance engagement, challenges persist, particularly in adapting to remote and diverse workforces. This research evaluates the influence of leadership behavior assessments and servant-oriented leadership on employee engagement within Chinese organizations. The study also uses a quantitative research design based on questionnaires to explore how demographic factors impact engagement levels. Findings reveal that differences in occupation and Types of Job generate differences in Employee Engagement, emphasizing the need for tailored engagement strategies. Additionally, Leadership Behavior Assessments and Servant-oriented Leadership demonstrate significant positive impacts on Employee Engagement, underscoring the critical role of effective leadership in driving engagement and enhancing organizational performance. Integrating servant leadership principles into leadership development programs can foster a collaborative and productive work environment, ultimately contributing to organizational success.

Bridging the Gap Between Labour Unions and the Management Through Leadership Development Programs?

AbstractIn this paper we explore if leadership development programs can be applied to bridge the gap between labour unions and the management. By describing and discussing three different programs we can see that joint leadership development programs can promote collaboration between labour unions and the management. The paper argues that such programs need to be built on a premise that more actors than just formal managers can exercise leadership and contribute to organizational development. The paper also discusses why such programs are more easily achievable in a Norwegian setting. However, to make lasting improvements leadership development programs also need to include large organizational development elements, like the co-generative learning model (Elden and Levin (1991) Participatory Action Research. Sage, Newbury Park, pp 127–142). Sufficient time, resources and focus, including assessments of employees’ needs and internal politics, is needed to not only bridging the gap between labour unions and the management, but also to bring in “ordinary” employees.

Kepemimpinan Perempuan dalam Lembaga Pendidikan Islam

Women's leadership in Islamic educational institutions is the primary focus of this research. This study aims to delve into the contributions, challenges, and policy implications of women's leadership in the context of Islamic education. Employing a qualitative approach and literature review method, this research analyzes various theories and related studies to compile a comprehensive overview of this issue. The findings indicate that women's leadership significantly contributes to the development of Islamic education, both academically and morally. However, challenges such as gender stereotypes, lack of institutional support, and societal perceptions remain obstacles that need to be overcome. A deep discussion on the factors influencing the success or failure of women in leadership positions provides insights into strategies that can be implemented to strengthen women's roles in Islamic educational institutions. Recommendations for educational institutions, governments, and society include enhancing inclusive leadership development programs, implementing gender equality policies, and educating the public about the importance of gender inclusion in education. The implications of this research for Islamic education policies and practices highlight the need for transformation to create a more representative and inclusive learning environment. Thus, this research has the potential to provide guidance for policymakers to enhance women's participation in Islamic educational leadership more broadly.

Assessing the Impact of a Leadership Development Programme for Community Pharmacy Neighbourhood Leads in South East London

Community pharmacists continue to deliver a growing number of services, with an increased need for collaborative work between local teams in community settings. In South East London, the Integrated Care Board and Pharmacy Alliance have invested in the development of community pharmacy neighbourhood leads (CPNLs), who represent community pharmacies in a locality and provided a tailored five-session leadership course that ran between November 2023 and March 2024, covering theory and implementation. This study aimed to evaluate the experiences of the CPNLs and other colleagues who participated in the leadership development programme. Participants were asked to complete an evaluation survey after each session, along with individual interviews taking place with those who volunteered. Ethical approval was received. There was a total of 37 participants at the sessions, and 7 participated in an interview. Overall confidence increased throughout the course, with males statistically more confident than females. Relationships with new stakeholders also increased throughout the course. The proposed actions after each session echoed the topics covered, with planning meetings being prioritised. The interviews highlighted new opportunities identified and being acted on, a greater understanding of the role, and an increase in confidence and key relationships. Barriers in the role included time for meetings. Overall, investment in the CPNL role showed that learning from the programme was applied in practice, with an increase in confidence and understanding of the role and improved local relationships. The findings from this study can be used by others to support community pharmacy transformation and integration.

Fostering leadership development and growth of nurse leaders: Experiences from Midwest Nursing Research Society Leadership Academy

Leadership development and growth of nurse leaders is critically important for the thriving of the nursing profession. Formal leadership training programs are helpful in building leadership knowledge and skills. The Midwest Nursing Research Society (MNRS) launched the Leadership Academy (LA), a new initiative to foster leadership development among MNRS members and intentionally create a steady pool of members prepared to step into MNRS leadership positions. Mentoring by an experienced board member is a key component. The purpose of this article was to describe the experiences of a mentor and mentee dyad through the MNRS LA and discuss their perspectives on fostering leadership development and growth. The success of a leadership development program has a far-reaching impact on novice and potential future leaders. A tailored leadership mentoring relationship helps increase one’s self-confidence in being a leader and provides individualized leadership development opportunities. Engagement of both the mentee and mentor in the leadership mentoring relationship is a key to ensure an optimized leadership mentoring experience.

The Impact of Leadership and Quality Assurance on Organizational Performance of Private Universities in Banten

Leadership and quality assurance are two crucial components that play a role in the success of an organization, especially in higher education. Both have a close relationship and have a major influence on improving institutional performance. This study aims to explore the impact of leadership and quality assurance on organizational performance in private universities in Banten. The research method used is qualitative, with data collection conducted through observation and literature study. Once the data was collected, the analysis was conducted through several steps, including data filtering, data presentation, and conclusion drawing. The results showed that leadership and quality assurance are interrelated and mutually supportive. Strong leaders play a role in encouraging the implementation of an effective quality assurance system. On the other hand, a good quality assurance system also provides support to leaders in carrying out their job responsibilities. Both contribute significantly to improving the performance of private universities in Banten. Therefore, it is important to integrate leadership and quality assurance in all academic and non-academic activities. The implications of this study suggest that private universities in Banten should consider leadership development programs and robust quality assurance mechanisms as part of their strategic planning to drive sustainable performance improvements. Furthermore, policymakers in higher education could leverage these findings to formulate guidelines that reinforce the synergy between leadership and quality assurance across institutions, thereby enhancing overall educational standards and competitiveness.

Growing Greener: Cultivating Organisational Sustainability Through Leadership Development

Organisations significantly contribute to climate change, making them essential targets for climate mitigation strategies. There is an opportunity to curb organisations’ environmental impact by increasing the amount of pro-environmental behaviour (PEB) among employees. Many social and psychological factors impact an employee’s likelihood of performing PEBs. Among social–psychological factors influencing employee PEB, leadership is unique as it is a social–psychological factor that can control or influence other factors. Leadership makes performing PEBs at work and home different. Due to its unique position, leadership has garnered attention from practitioners and researchers for how it can affect organisational environmental sustainability. There is limited research focusing on how leadership development can promote employee PEB, thereby increasing organisational environmental sustainability. Researchers conducted a narrative review that provided an overview of how leadership uniquely affects employee PEB, bringing together findings from various fields. Through this review, the authors propose the ICERR model for leadership development, which outlines five key capability areas and three desired outcomes for leadership development related to environmental sustainability. This model consists of 14 proposals that provide a framework for future research and identify critical areas for leadership development programmes looking to impact environmental sustainability.

Exploring Leadership Excellence and Accountability in Organisational Dynamics: A Comprehensive Analysis in Nigeria

This study explores the relationship between leadership excellence and accountability within organisations in Plateau State, Nigeria, and their combined impact on organisational culture and success. The research adopts a mixed-methods approach, utilizing both quantitative and qualitative data to provide a comprehensive analysis. Quantitative data were gathered through a structured questionnaire, revealing moderately positive perceptions of leadership practices, with a particular emphasis on fostering continuous learning and responsibility among leaders. Qualitative data, obtained through thematic analysis of open-ended responses, highlight effective leadership practices such as transparent communication and collaboration, as well as challenges in implementing accountability measures, including resistance to change and resource limitations. The Integration of quantitative and qualitative findings underscores the significant influence of leadership on accountability and, consequently, on organisational culture. The study also addresses social desirability bias by assuring participants of their anonymity and encouraging honest feedback. The findings contribute to academic discourse by providing localized Insights into leadership and accountability within the specific context of Plateau State, Nigeria. Practical recommendations include investing in leadership development programs, enhancing clarity in accountability measures, promoting continuous learning, addressing communication gaps, and prioritizing employee engagement. This research offers a roadmap for organisational leaders aiming to foster a culture of accountable leadership and drive organisational success in dynamic business environments.

Leaders development program by 360 degree feedback: reflection on head nurses' leadership practices.

Leadership in nursing is crucial for delivering high-quality healthcare and ensuring positive outcomes for patients, staff, and institutions. Many nurses in leadership positions lack formal training, which can compromise their effectiveness. This study aims to evaluate the effect of a leadership development program utilizing 360-degree feedback on head nurses' leadership practices. A true-experimental design was employed in three healthcare institutions. The study involved 80 head nurses (40 intervention, 40 control), 240 staff nurses, and 29 supervisors. The intervention group participated in a six-week leadership development program using 360-degree feedback. Data were collected pre- and post-intervention using the Leadership Development and 360-Degree Feedback Knowledge Questionnaire and the Leadership Practices Inventory (LPI). The intervention group showed significant improvements in leadership knowledge and practices across all dimensions. Knowledge scores increased from 25.1 ± 8.8 to 93.0 ± 5.1 post-intervention, maintaining at 83.2 ± 7.1 at follow-up. Self-assessed leadership scores improved from 88.1 ± 6.0 to 97.5 ± 2.7, and 98.5 ± 2.0 at follow-up. Supervisor and staff assessments also showed substantial increases. Multiple linear regression analyses confirmed the strong positive impact of the intervention on leadership outcomes. The leadership development program using 360-degree feedback significantly enhanced head nurses' leadership knowledge and practices. The results suggest that such programs can improve leadership capabilities in healthcare settings, leading to better patient care and organizational performance. Future research should address group homogeneity and explore long-term impacts on patient outcomes.

Investigating the Disclosure of Corporate Social Responsibility in International Hotel Chains

This paper examines how international hotels communicate Corporate Social Responsibility (CSR) on their websites. In particular, this study employs a corpus-based discourse approach to investigate the content and language included in the CSR reports of two international hotel chains, Marriott and Hilton. The aim is to understand the type of information reported as well as the discursive strategies employed to promote CSR performance with regards to economic, social, and environmental issues. The findings reveal several common themes in Marriott and Hilton’s CSR reports, highlighting their commitment to sustainability, ethical behavior, and community involvement. The importance of diversity and inclusion, organizational supervision, and responsibility is emphasized in the reports. Both hotel chains prioritize supporting local communities and upholding social responsibility through charitable efforts and leadership development programs. Environmental sustainability is a key focus, with efforts to adopt sustainable practices in an attempt to achieve long-term environmental goals. Further research will include a wider range of international hotel chains and incorporate social media analysis to provide a more comprehensive understanding of CSR practices in the hospitality and tourism industry.

Government‐level public leadership development in the United States

AbstractThis paper examines 201 leadership development programmes run by government agencies in the United States. It focuses on in‐service training provided to civil servants at the federal and state levels. The aim of this paper involves identifying and discussing the main curriculum themes that underpin those training programmes. Based on the analysis and interpretation of these programmes, it proposes directions for future public administration research.Points for practitioners Five curriculum themes—mentoring, leading change, emotional intelligence, diversity and equity, and crisis leadership—underpin the leadership training programmes of government agencies. These public organisations should be viewed and conceptualised not only as bureaucracies but also as communities of learning. It is crucial to measure these training programmes’ organisational outcomes and effectiveness.

Authentic Leadership-A Concept Analysis.

To report an analysis of the concept of authentic leadership. Concept analysis. Data sources included core databases: CINAHL, PubMed, Embase, ProQuest, APA PsycINFO, ERIC, ABI/Inform and Tomlinson's Nursing Core Collection (2010). Walker and Avant's method was used to identify descriptions, antecedents, consequences and empirical referents of the concept. Model, related and contrary cases were developed. Defining attributes were identified as self-awareness, transparency, balanced processing, internalised moral perspective, caring, shared decision making and moral/ethical courage. Antecedents were authenticity, positive psychological capacities, life experiences, leadership development programme, supportive organisational climate and an ethical climate. Consequences are employee well-being and satisfaction, positive work environment and enhanced performance and safety. While authentic leadership is an emerging and popular leadership approach, there are gaps in relation to agreed definitions. Moreover, core textbooks within the subject area also fail to provide these definitions. This concept analysis represents the first comprehensive and robust analysis of the concept of authentic leadership that will serve to reliably inform research, education and practice. This analysis reveals that authentic leadership can have a positive effect on staff well-being and satisfaction, their work environment, performance and ultimately safety. This has potential for a positive impact on patient care and patient outcomes by fostering an ethical and supportive work environment. This study revealed a new comprehensive understanding of authentic leadership that provides conceptual clarity that will guide research and practice in the field, which refines the existing understanding, highlighting essential attributes and their relevance in nursing practice. No patient or public contribution.

Maximizing the Impact and ROI of Leadership Development: A Theory- and Evidence-Informed Framework.

Globally, organizations invest an estimated USD 60 billion annually in leadership development; however, the workplace application of learning is typically low, and many programs underperform or fail, resulting in wasted time and money and potential harm. This article presents a novel theory- and evidence-informed framework to maximize the outcomes and return on investment (ROI) of leadership development programs. The foundation of the framework derives from four separate literature reviews: three systematic reviews on leadership development, including the only two to isolate gold-standard elements of effective design, delivery, and evaluation, and one on "training transfer". Informed by innovative principles of leadership development and unique theoretical models and frameworks, this framework consists of 65 evidence-informed strategies that can be applied as a foundation (9), and before (23), during (17), at the conclusion of (11), and sometime after (5), programs, to maximize impact and ROI. Implications for practice and further research are also presented. Given the stakes, there is an urgent need for evidence and tools to maximize the impact and ROI of leadership development. This novel framework provides robust theory- and evidence-informed guidance for governments, policymakers, and those funding, designing, delivering, and supporting development.

Head Teachers’ Team Leadership Practices’ Influence on Financial Performance in Church of Uganda Founded Secondary Schools in Namirembe Diocese

The influence of Head Teachers’ team leadership practices on the financial performance is highly acknowledged. The paper aims to highlight the challenges of head teachers’ team practices and advance insights on how they can be overcome to enhance financial performance. The methodology employed was a mixed-methods approach. Quantitative data was gathered through questionnaires assessing perceptions of the above metrics. Qualitative data was collected through documentary review of reports and interviews to explore the underlying mechanisms through which the variables above interrelate. The total number of respondents were 326 sampled from eight out of twenty-three schools. Quantitative analysis revealed that it has a coefficient of 0.52 and a p-value of 0.004 which indicates a strong correlation and statistically significant relationship between effective team leadership and financial health. This indicated that a team leader yielded better cash flow management, alignment with financial objectives, and overall sustainability. Qualitative insights supported the above crucial role that head teachers’ have in engaging teams of CFSs in shaping financial decision-making processes. The study concludes by emphasizing the need to foster team cohesion, positive financial culture and ensuring the long-term sustainability of CFSs. Recommendations include strengthening leadership development programs that are not available currently in Church of Uganda. Further, to enhance team dynamics and aligning leadership practices with organizational goals to optimize financial performance in these settings

Understanding Leadership from the Inside: Using Ethnographic Methods to Examine How the Interplay between Leaders, Followers, and Group Context Shapes Leadership Outcomes.

This paper outlines a novel method for leadership researchers and practitioners to understand how and why effective and ineffective leadership look different in different groups. Leadership is a complex and contextually dependent process influenced by the interplay between leaders, followers, the group, and their environment. The social identity approach to leadership describes how a group's identity shapes the ways in which people can lead effectively. It also implies that (in)effective leadership looks different across diverse groups and teams. Accordingly, it follows that there is no single correct way to lead. To explore these ideas, we propose ethnographic methods, where researchers and practitioners immerse themselves in a group environment, as a novel type of method for examining leadership in action. We suggest the social identity approach as a framework to help guide researchers' data collection and sense-making of leadership behaviours. Additionally, we explain that ethnographic data can be represented well through creative non-fiction stories that capture the context surrounding leadership behaviours. These stories could support leadership consultancy and development programs to demonstrate the complex interplay between leaders, followers, and the group context.

Mindful Wealth Management: Thematic Integration and Analysis of Mindfulness in Financial Decision-Making

Purpose: This paper explores the influence of mindfulness on financial decision-making, aiming to develop a comprehensive framework that integrates psychological and behavioral finance perspectives. It addresses gaps in current literature, including the limited exploration of personality traits like openness and conscientiousness and the role of mindfulness across generations. Study Design: The research employs a conceptual analysis based on a comprehensive literature review, synthesizing insights from psychology, finance, and neurobiology. The study also examines the intersection of mindfulness and emerging financial technologies such as robo-advisors and cryptocurrencies. Findings: The study identifies how mindfulness influences financial behaviors, particularly in risk aversion, cognitive flexibility, and emotional regulation. It highlights generational differences in financial decision-making and mindfulness’s role in navigating digital financial environments. Contributions: This paper introduces a revised conceptual framework that expands the understanding of mindfulness in financial decision-making. It includes new dimensions, such as personality traits, generational differences, and the interaction between mindfulness and digital finance. Implications: The findings provide actionable insights for financial advisors, practitioners, and policymakers. Recommendations include the integration of mindfulness-based strategies tailored to individual traits and generational needs, as well as mindfulness training in leadership development programs to foster ethical and resilient decision-making.

Global radiotherapy demands and corresponding radiotherapy-professional workforce requirements in 2022 and predicted to 2050: a population-based study.

Addressing the challenge of cancer control requires a comprehensive, integrated, and global health-system response. We aimed to estimate global radiotherapy demands and requirements for radiotherapy professionals from 2022 to 2050. We conducted a population-based study using data from the Global Cancer Observatory (GLOBOCAN) 2022 and predicted global radiotherapy demands and workforce requirements in 2050. We obtained incidence figures for 29 types of cancer across 183 countries and derived the cancer-specific radiotherapy use rate using the 2013 Collaboration for Cancer Outcomes Research and Evaluation model. We delineated the proportion of people with cancer who require radiotherapy and can be accommodated within the existing installed capacity, assuming an optimal use rate of 50% or 64%, in both 2022 and 2050. A use rate of 50% corresponds to the global average and a use rate of 64% considers potential re-treatment scenarios, as indicated by the 2013 Collaboration for Cancer Outcomes Research and Evaluation (CCORE) radiotherapy use rate model. We established specified requirements for teletherapy units at a ratio of 1:450 patients, for radiation oncologists at a ratio of 1:250 patients, for medical physicists at a ratio of 1:450 patients, and for radiation therapists at a ratio of 1:150 patients in all countries and consistently using these ratios. We collected current country-level data on the radiotherapy-professional workforce from national health reports, oncology societies, or other authorities from 32 countries. In 2022, there were an estimated 20·0 million new cancer diagnoses, with approximately 10·0 million new patients needing radiotherapy at an estimated use rate of 50% and 12·8 million at an estimated use rate of 64%. In 2050, GLOBOCAN 2022 data indicated 33·1 million new cancer diagnoses, with 16·5 million new patients needing radiotherapy at an estimated use rate of 50% and 21·2 million at an estimated use rate of 64%. These findings indicate an absolute increase of 8·4 million individuals requiring radiotherapy from 2022 to 2050 at an estimated use rate of 64%; at an estimated use rate of 50%, the absolute increase would be 6·5 million individuals. Asia was estimated to have the highest radiotherapy demand in 2050 (11 119 478 [52·6%] of 21 161 603 people with cancer), followed by Europe (3 564 316 [16·8%]), North America (2 546 826 [12·0%]), Latin America and the Caribbean (1 837 608 [8·7%]), Africa (1 799 348 [8·5%]), and Oceania (294 026 [1·4%]). We estimated that the global radiotherapy workforce in 2022 needed 51 111 radiation oncologists, 28 395 medical physicists, and 85 184 radiation therapists and 84 646 radiation oncologists, 47 026 medical physicists, and 141 077 radiation therapists in 2050. We estimated that the largest proportion of the radiotherapy workforce in 2050 would be in upper-middle-income countries (101 912 [38·8%] of 262 624 global radiotherapy professionals). Urgent strategies are required to empower the global health-care workforce and facilitate the fundamental human right of access to suitable health care. A collective effort with innovative and cost-contained health-care strategies from all stakeholders is warranted to enhance global accessibility to radiotherapy and address challenges in cancer care. China Medical Board Global Health Leadership Development Program, Shanghai Science and Technology Committee Fund, China Ministry of Science and Technology Department of International Cooperation High Level Cooperation and Exchange Projects, and Fudan University Office of Global Partnerships Key Projects Development Fund. For the Arabic, Chinese, French, Russian and Spanish translations of the summary see Supplementary Materials section.

ASSESSING THE HUMAN DIMENSION OF DIGITAL LEADERSHIP TO SUCCESSFUL DIGITAL TRANSFORMATION

All industries are experiencing significant changes due to Industry 4.0 and the upcoming Industry 5.0. These advancements will greatly impact the industry globally over the next five years. Therefore, several companies are undergoing digital transformation. Successful digital transformation relies on various factors, with leadership being crucial for setting a vision and driving change. By undertaking digital transformation, companies ensure their leaders continuously develop essential digital leadership skills. According to the assessment at PT X a state-owned enterprise in Indonesia engaged in transportation and logistics, the results indicate a gap between employees' current digital leadership competencies and the required level. This study aims to improve digital leadership competency at PT X. Objectives include identifying existing training programs, evaluating digital leadership dimensions needing improvement, and determining necessary improvements. The study uses the Digital Leadership Scale by Haroon Abbu et al. (2022), with a quantitative design involving 124 respondents. Findings show that digital leadership is part of the leadership development program, tailored to job levels from junior managers to executive presidents. The lowest scores based on assessment are in skill acquisition and courage, indicating areas for improvement. This research provides insights into digital leadership and competency improvement, crucial for successful digital transformation.