Digital Leadership and Employee Innovation: A Sequential Mediation Model of Job Crafting and Innovation Efficacy

Digital leadership, a hallmark of the digital era, is a novel leadership style that leverages digital technologies to empower organizations and drive transformation and innovation. Grounded in self-determination theory and person-environment fit theory, this study investigates the mediating mechanisms and contextual factors that explain how digital leadership influences employee innovation. We propose a sequential mediation model in which job crafting and innovation efficacy transmit this influence, and identify organizational innovation climate as a key moderator. An analysis of 312 valid questionnaires from employees in Chinese digital enterprises reveals that: (a) digital leadership positively influences employee innovation behavior; (b) job crafting and innovation efficacy partially mediate this relationship; and (c) job crafting enhances innovation efficacy, forming a sequential mediation chain between digital leadership and employee innovation. Furthermore, organizational innovation climate moderates the relationship between digital leadership and employee innovation. Based on these findings, we offer practical recommendations for stimulating employee innovation and fostering effective enterprise development.