A model of the interplay between leadership styles, culture and digital transformation

Abstract

Background: Leaders play a crucial role in driving digital transformation (DT), with their leadership style either facilitating or hindering its successful implementation.

Objectives: This article explores the direct and indirect relationships between transactional, transformational and digital leadership styles, and their impact on DT.

Method: A quantitative approach was used to collect data from 302 managerial and non-managerial participants at a South African utility company via survey.

Results: Analysis using IBM SPSS Amos 26 revealed that while transformational and transactional leadership styles indirectly influence DT, digital leadership has a direct and significant impact. Furthermore, digital culture and digital maturity emerged as critical factors, demonstrating strong positive effects on DT success.

Conclusion: The study concludes that digital leadership, culture and maturity are key predictors of successful DT, while transformational and transactional leadership styles do not have a direct significant impact on DT outcomes.

Contribution: This research provides valuable insights for information systems leaders on the leadership styles and organisational factors that best support DT, offering practical guidance for implementing effective strategies in digital environments.