This study investigates the effectiveness of digital leadership in promoting organizational sustainability, with a specific focus on the mediating role of digital leadership capability. The research explores how digital leadership impacts sustainable performance within Chinese construction organizations. Using structural equation modeling (SEM), the study analyzes data collected from 529 respondents across various organizations. The findings reveal that digital leadership significantly enhances organizational sustainability both directly and indirectly, through digital leadership capability. These results underscore the importance of digital leadership as a critical factor in guiding digital transformation and achieving long-term sustainable outcomes. The study contributes to the literature by highlighting digital leadership’s role in fostering organizational adaptability and sustainability in rapidly evolving digital environments.

The study aims to investigate the impact of digital leadership on sustainable competitive advantage, digital talent, and knowledge workers. Additionally, it explores the mediating role of digital talent (DT) and knowledge workers (KW) in the relationship between digital leadership (DL) and sustainable competitive advantage (SC), using the Technology Acceptance Model (TAM) as its theoretical foundation. The researchers employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine survey data from 784 employees working in Egyptian travel agencies and tour operators. The results demonstrate that DL significantly enhances SC, DT, and KW. Moreover, DT and KW were shown to positively contribute to SC and serve as partial mediators in the relationship between DL and SC. The findings highlight the crucial role of developing DT and creating an environment that embraces technological acceptance and innovation. This approach amplifies the strategic effectiveness of DL, ultimately contributing to long-term organizational success.

The main goal of this study is to assess the moderating role of digital leadership capabilities (DLC) in improving the overall performance of telecom companies through their organisational knowledge capabilities. The author builds a conceptual model with six hypotheses and tests them with data collected through an electronic questionnaire. The data is analysed using WarpPLS 8.0 software as an application of the structural equation modelling technique. The sample size included 528 participants. The study revealed that individual knowledge capability (IKC) does not significantly affect organisational performance (PR). Also, the results reveal that managerial knowledge capability (MKC) and organisational collaborative capability (OCC) have a positive but weak impact on the performance of telecom companies (PR). However, it was clear that individual knowledge capability (IKC) and organisational collaborative capability (OCC) do not affect organisational performance (PR) through the moderator, digital leadership capabilities (DLC). On the other hand, it was also evident that managerial knowledge capabilities (MKC) significantly negatively affect the performance of telecom companies (PR) through the moderator role of digital leadership capabilities (DLC). The author recommends that telecom companies adopt knowledge-based practices to ensure enduring high performance. He also suggests creating a knowledge management department to foster a culture of creativity and cooperation across departments, which is essential to establishing a work environment that promotes continuous learning and development. Findings may help telecom sector CEOs boost the company’s performance value. The research highlights the importance of fostering appropriate knowledge pillars and building digital leaders to shift telecom companies to a new successful stage. These findings offer tangible benefits that can be directly applied in the telecom industry, making the research highly relevant and valuable.

This study aimed to examine the impact of digital leadership among school principals and evaluate the mediating effect of Professional Learning Communities (PLCs) on enhancing teachers’ innovation skills for sustainable technology integration, both in traditional classroom settings and e-learning environments. Employing a quantitative approach with a regression design model, Structural Equation Modelling (SEM) and Partial Least Squares (PLS-SEM) were utilized in this research. A total of 257 teachers from 7 excellent senior high schools in Makassar city participated in the study, responding to the questionnaires administered. The study findings indicate that while principal digital leadership does not directly influence teachers’ innovation skills in technology integration, it directly impacts Professional Learning Communities (PLCs). Moreover, PLCs themselves have a significant influence on teachers’ innovation skills in technology integration. The structural model presented in this study illustrates a noteworthy impact of principal digital leadership on teachers’ innovation skills for technology integration through Professional Learning Communities (PLCs), with a coefficient value of 47.4%. Principal digital leadership is crucial in enhancing teachers’ innovation skills for sustainable technology integration, primarily by leveraging Professional Learning Communities (PLCs). As a result, principals must prioritize the creation of supportive learning environments and implement programs to foster teachers’ proficiency for sustainable technology integration. Additionally, teachers are encouraged to concentrate on communication, collaboration, and relationship-building with colleagues to exchange insights, address challenges, and devise solutions for integrating technology, thereby contributing to sustained school improvement efforts. Finally, this research provides insights for school leaders, policymakers, and educators, emphasizing the need to leverage PLCs to enhance teaching practices and student outcomes, particularly in sustainable technology integration.

In the era of rapid technological development, the integration of technology in education has become crucial (Hashim et al., 2022). The digital transformation of education requires universities to transform their traditional operational models, strategic directions, and teaching practices, re-examine their own value propositions, and promote high-quality innovative development in universities. Transformation and change bring challenges to organizational management, especially leadership. Can digital leadership positively influence the innovative behavior of university teachers? Can digital leadership improve organizational innovation performance by influencing innovation behavior? These questions urgently need to be answered through practical surveys of digital transformation in universities. From March 2024 to May 2022, we conducted a survey of 1142 participants from 12 universities in Kunming, southwestern China. Our research findings indicate that digital leadership has a positive impact on the innovation performance of university organizations; Innovation behavior plays a mediating role between digital leadership and organizational performance. These findings provide new insights into the potential mechanisms by which digital leadership influences organizational innovation in universities. The research findings emphasize that in the process of transforming traditional operational models, strategic directions, and teaching practices in higher education, in order to achieve high-quality innovative development, it is necessary to attach importance to digital leadership and continuously stimulate innovative behavior.

The increasing domains of digital technology in educational settings urgently require digital leadership (DL) to ensure the sustainability of school improvement initiatives in the digital era and to facilitate the digital transformation of educational institutions. DL emerges as an urgent and evolving topic of significant public interest. However, there is a notable lack of consensus persists regarding its definition and constructs within educational settings, hindering the advancement of DL theory. To address this gap, a systematic literature review was conceived, employing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) methodology. The primary aim was to enhance comprehension of the geographical and temporal distribution of relevant publications, as well as to elucidate prevalent definitions and constructs of digital leadership in educational contexts. This article endeavors to synthesize the extant scientific literature on DL, focusing on studies published between 2019 and 2024. Inclusion criteria encompassed scientific research publications sourced from Scopus and the Web of Science (WoS) databases, available in English, and centered on educational settings. Initial database queries yielded 578 papers, subsequently refined to 35 studies through meticulous screening for duplicity and adherence to inclusion criteria. Notably, the reviewed publications predominantly characterize DL as a multifaceted process, amalgamation, or integration, with a predominant emphasis on functional aspects of leadership. Noteworthy constructs frequently encountered include digital age learning culture, visionary leadership, excellence in professional practice, systemic improvement, and digital citizenship. This review contributes to the enrichment of theoretical conceptualizations surrounding DL. It underscores the imperative for future research to explore into the measurement of DL, thereby presenting promising avenues for evaluating principal DL within educational institutions.