Traits for leadership in the age of digital transformation: catalysts, processes,and challenges

Purpose This study aims to explore the role of neotenic traits in redefining the leadership paradigm amid the complexities of digital transformation. The primary objective is to examine whether neotenic traits drive leaders to adopt rapid-response leadership (RRL) strategies at the workplace in the age of digitalisation. In doing so, it explicitly differentiates RRL as a people-centred leadership capability within the digital leadership discourse. Design/methodology/approach Using adaptive leadership theory as the underpinning framework, 28 in-depth, semi-structured interviews were conducted with IT sector business leaders using purposive sampling. A combined Gioia methodology and thematic analysis was applied to strengthen transparency and coherence, with codes clustered into sub-themes and aggregate dimensions of neotenic traits and RRL. Findings The study found that traditional leadership approaches are insufficient, necessitating a shift towards agile, people-first leadership styles. The findings highlight the importance of neotenic traits such as curiosity, openness, playfulness, collaboration and visionary insight in fostering effective RRL. Three key organisational enablers, psychological safety, cross-generational mentorship and experiential learning environments, were identified as mechanisms through which traits are translated into agile decision-making, rapid adaptation and innovation acceleration, thereby enhancing resilience and competitiveness. Originality/value This study introduces neotenic leadership as a distinct construct supporting RRL capabilities. Theoretically, it bridges trait theory with behavioural and contingency perspectives by showing the developmental malleability of leadership traits in a digitally turbulent context. Practically, it informs leadership development, HR strategy and policy by offering clear interventions to institutionalise neoteny-based RRL across organisations.