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

South African Journal of Information Management

 
 
Field Value
 
Title A model of the interplay between leadership styles, culture and digital transformation
 
Creator Mashinini, Thembi Sethibe, Tebogo
 
Subject Digital Business; Leadership digital transformation; quantitative method; leadership styles; digital leadership; transactional; transformational; maturity; culture
Description 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.
 
Publisher AOSIS
 
Contributor
Date 2025-04-23
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — Survey
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajim.v27i1.1959
 
Source South African Journal of Information Management; Vol 27, No 1 (2025); 9 pages 1560-683X 2078-1865
 
Language eng
 
Relation
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:

https://sajim.co.za/index.php/sajim/article/view/1959/3151 https://sajim.co.za/index.php/sajim/article/view/1959/3152 https://sajim.co.za/index.php/sajim/article/view/1959/3153 https://sajim.co.za/index.php/sajim/article/view/1959/3154
 
Coverage — — —
Rights Copyright (c) 2025 Thembi Mashinini, Tebogo Sethibe https://creativecommons.org/licenses/by/4.0
ADVERTISEMENT