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.

Keywords

• digital transformation
• quantitative method
• leadership styles
• digital leadership
• transactional
• transformational
• maturity
• culture