Digital Leadership and Adaptive Organizational Behavior: The Mediating Role of Employee Empowerment and the Moderating Influence of Digital Organizational Culture in Pakistan

Abstract

This paper explores the effect of Digital Leadership in improving the Adaptive Work Behavior and Change readiness of the employees based on Employee Empowerment (mediating variable) and Digital Organizational Culture (moderating variable) in Pakistan. Digital data collected on employees who have experienced digital transformation using a quantitative design and PLS-SEM showed that digital leadership has a great impact in increasing the power of employees, which in turn forecasts the adaptability and change-readiness. The organizational culture on the digital platform further enhances these relationships, which means that organizational culture support is a significant condition of boundary in digital transformation endeavors. The results add to the Resource-Based View and Dynamic Capabilities Theory by illustrating the interplay between psychological and contextual resources to determine the agility of a workforce. The work has provided theoretical, management, and practice implications to develop digitally resilient organizations in the developing economies.