Leading through digital disruption: how digital leadership shapes innovation culture and organisational resilience

Purpose This study aimed to examine the effect of digital leadership on organisational resilience within the higher education sector of an emerging economy. It further explored the mediating role of innovation culture in this relationship. Design/methodology/approach Anchored on the Transformational Leadership Theory (TLT) and the Dynamic Capabilities Theory (DCT), the study adopted an explanatory sequential mixed method to first test the conceptual model quantitatively using PLS-SEM and subsequently provided rich contextual explanations through a qualitative study. Findings The quantitative results established a significant influence of digital leadership on organisational resilience and a partial mediation of innovation culture in the baseline relationship. The qualitative analysis generated three themes that provided nuanced insights into the quantitative outcomes. Practical implications The study offers practical insights for practitioners in management, leadership and strategy, particularly those in the higher educational setting. Issues like digital competency development, investment in digital technology infrastructure, modelling and supporting innovation, championing technology adoption and being agile and responsive to external changes are some of the key management and leadership strategies that this study has projected for higher education (HE) leaders. Originality/value The study collected and analysed empirical data from participants in six universities in an emerging economy context to test a novel model involving digital leadership, organisational resilience and innovation culture. It contributes to theory by integrating TLT and DCT to explain the mechanisms through which digital leadership enhances institutional adaptability.