The purpose of this study is to analyze the relationship between digital leadership variables and supply chain performance, supply chain innovation and supply chain performance and the relationship between electronic human resource management (E-HRM) and supply chain performance. The research method used in this study is a quantitative survey method research design. The technique used in selecting samples in this study is simple random sampling. Data collection in this study was done online by distributing questionnaires through the Google Form platform and obtaining direct responses from respondents. The number of respondents studied was 786 small and medium enterprises (SMEs) owners in Indonesia. The study uses path analysis techniques for data and hypothesis testing. Statistical testing on the path analysis model can be done using the partial least square method. The study uses a Likert scale, which is categorized into five categories: (1) strongly disagree, (2) disagree, (3) neutral, (4) agree, and (5) strongly agree. Data analysis in this study used Smart Partial Least Square (SPLS) software version 3.00. Model evaluation in testing with SPLS consists of two stages, namely, evaluation of the outer model and inner model. The evaluation of the outer model consists of factor loading tests, Average Variance Extracted, cross-loading, Cronbach's alpha, and composite reliability, while the evaluation of the inner model consists of the coefficient of determination (R2), cross-validated redundancy (Q2), Goodness of Fit (GoF), and hypothesis testing. The results of this research analysis are that digital leadership has a positive and significant relationship with supply chain performance, supply chain innovation has a positive and significant relationship with supply chain performance and e-HRM has a positive and significant relationship with supply chain performance. Digital Leadership involves leaders who can drive digital transformation and implement innovative strategies to leverage digital technologies. This involves the ability to understand and leverage technologies such as artificial intelligence, etc. In addition, digital leadership also involves sensitivity to change and the ability to drive innovation, collaboration, and technology adoption across SMEs.

Despite the recognized importance of service quality in supply chain management, there has been limited research examining the interplay between digital leadership, service quality, and supply chain management. This study employs bibliometric analysis techniques to investigate how digital leadership influences service quality within the context of supply chain management. Utilizing VOSviewer v1.6.20, we analyzed 490 publications from the Web of Science database pertinent to this domain. Our findings reveal that advanced technologies, including digital leadership, IoT, AI, and blockchain, play a crucial role in modernizing supply chains, enhancing operational efficiency, and achieving environmental objectives. The study discusses the broader implications for both theoretical frameworks and practical applications in the field.

This study investigates the relationships between creativity, digital leadership, decision-making quality, and public service performance in Sidoarjo Regency. The primary objective is to examine how creativity and digital leadership influence decision-making quality and, subsequently, public service performance. A quantitative approach utilizing a cross-sectional study design was employed. Data were collected from 200 employees of public service institutions in Sidoarjo Regency using Google Forms and direct interviews. The main variables were assessed using Likert scales, measuring creativity, digital leadership, decision-making quality, and public service performance. The analysis involved descriptive and inferential statistics, including regression analysis and mediation analysis. The findings reveal significant positive relationships between creativity, digital leadership, decision-making quality, and public service performance. Creativity and digital leadership were found to positively impact decision-making quality, which in turn influenced public service performance. The implications suggest that fostering a culture of creativity and digital leadership is crucial for enhancing decision-making quality and, consequently, improving public service performance. Public service managers should invest in initiatives to develop creativity and digital leadership skills among employees and prioritize transparent decision-making processes. Furthermore, the study highlights the need for continuous monitoring and evaluation to ensure sustained improvements in public service delivery. The novelty lies in examining the interplay between creativity, digital leadership, decision-making quality, and public service performance within the context of Sidoarjo Regency, providing valuable insights for public service management in the region.

The study aimed to identify the Impact of Digital Leadership on Kuwaiti hospitals’ employee performance by using a descriptive and analytical methodology. According to statistics provided to us by the Kuwaiti Ministry of Health, the study population consists of administrators in Kuwaiti hospitals, numbering 12006. A simple random sample commensurate with the study's objectives was drawn, numbering 372 administrators to distribute the study questionnaire to them, and 277 valid questionnaires were retrieved for analysis. It was also found that there is a statistically significant impact at the significance level (α≤0.05) of digital leadership with its dimensions (innovation, persuasion, and knowledge) on Kuwaiti hospitals' employees' performance. The researchers recommended that it is essential to strengthen the factors that lead to enhancing the concept of digital leadership under its essential elements in the work environment. as well as paying attention to the priorities of the impact of the digital leadership elements on the performance of employees in order to obtain a practical impact.

The increasing complexities posed by green organizational challenges and technological advancements require a thorough grasp of the vital capabilities needed to maintain the firm’s sustainable performance. This study aims to explore the associations of green technological innovation and management innovation to sustainable performance and estimate to what extent digital leadership moderates these associations. The resource-based view (RBV) and socio-technical system theory (STS) are leveraged to conceptualize the research model. By adopting a survey-based approach on data gathered from 419 manufacturing and service firms, the PLS-SEM is the statistical approach conducted to test the validity of predictions The outcomes demonstrated that green technological innovation, green management innovation, and digital leadership are positively linked to sustainable performance. Furthermore, higher digital leadership strengthens the linkage of green technology and management innovation to sustainable performance. The outcomes made a powerful contribution to the current literature on green innovations and digital transformation, and substantial recommendations were inferred for organizations aiming to achieve environmental, social, and economic performance.

This research explores the complicated relationship between digital culture and digital transformation, specifically examining the mediating role of digital leadership and the moderating influence of technological support. A robust methodological approach was employed; the sample size of 385 participants was calculated according to Cochran’s formula, yielding 361 validated questionnaires for comprehensive statistical analysis. In the research, an interconnected set of questions along with a 5-point Likert scale was used where the measure scale was specialized in digital culture, transformation, digital leadership, and technological support. Along with an expert panel and an initial field test, construct validity and content validity were ensured. The scale was developed in English, after which it was systematically translated to Arabic, the meaning of which was kept the same as the original English version. The findings show how important digital culture is to digital transformation, as well as its overriding role through digital leadership. Also, while direct influence on digital transformation is strong, technological infrastructure does not have a moderating influence. These results help build a new framework to support organizations in adopting new digital practices. This research provides organizations with actionable insights in regards to improving transformational initiatives in digital business by highlighting the importance of digital leadership and culture readiness. This research enriches the discourse on digital transformation by empirically examining the mediating role played by digital leadership and the moderating influence exercised by technological support within the broader construct of digital culture. The analysis is underpinned by a rigorously validated instrument that has been culturally adapted to ensure contextual relevance.

Industry 4.0 brings a new challenge for incumbent firms to anticipate new business model offered by emerging entries. The digital transformation is required by incumbent to develop innovation on product and service business model based on customer experience orientation. To support this transformation, strong digital leader is important to assure the development of this transformation. The study on the role of digital leadership on business model innovation and customer experience has not been explored, significantly, Hence, this research aims at assessing the role of digital leadership, whether it directly or indirectly influences the customer experience orientation in developing business model innovation. This study was conducted through survey to 88 senior leader respondents from Indonesia telecommunication firms, in which Smart-PLS application was used to analyze the data. The result show that digital leadership had direct and indirect impacts on customer experience orientation in developing business model innovation. The practical implications of these findings are recommended for the senior leader of management of telecommunications industries in In-donesia to strengthen digital leadership capability in conjunction with the development of business model innovation and customer experience orientation. Further research can be explored by expand-ing the sample, industry, statistical application and longitudinal study.

Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecom-munication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.

Due to market changes in the digital era, we argue that innovation based on dynamic capability is accelerated when aligned with market orientation. Digital leadership will significantly enable sensing market changes, seizing opportunities, and reconfiguring organizations. Previous studies on digital leadership, dynamic capability, and innovation management focus mainly on constructs, benefits, and implications. However, a study on the role of digital leadership based on dynamic capability in fostering innovation and the impact of market orientation have not been thoroughly explored, which is the aim of this study, taking market orientation as a moderating variable. Employing a quantitative methodology, data were collected through online questionnaires, distributed through email and messaging applications to a purposive sample of 88 senior managers of Indonesian telecommunication firms. The results reveal that digital leadership based on dynamic capability impacts directly and indirectly on developing innovation. Market orientation also plays an important role in accelerating innovation. Due to limitations in terms of research model, sample size, and time, further research using larger samples in other industries and countries should be undertaken.

This study aimed to investigate digital drivers of digital transformation success in public sector organizations. Based on prior related studies, three digital drivers were selected as key drivers, which are digital government, digital leadership, and digital HRM. Gathering data by online questionnaires from public sector employees, the study based on SmartPLS 3.0 statistics found significant and positive impacts of these three drivers on digital transformation success. Interestingly, the results refer to the success of digital transformation is greatly subject to digital HRM and possibly this effect is due to the fact that the basic aim of digital government and digital leadership is to enhance the operations of the digitization process through adopting digital-oriented public administration mentality, creating public value, setting shared digital vision and strategy, communicating digital change goals, initiating digital organizational culture, which is basically guided and can be attained through efficient and effective digital HRM practices. Hence, the study contributes to the literature through underlying three digital drivers of digital transformation success. It calls scholars for considering these drivers when examining success factors of digital transformation and practitioners when redesigning organizations to adapt digital change.