The Impact of Digital Transformational Leadership on Job Performance and the Mediating Role of Organizational Ambidexterity

Abstract

This research seeks to address this gap by examining the impact of digital transformational leadership on job performance. By exploring the mediating role of organizational ambidexterity, the study employs a quantitative method to examine the causal effect of digital transformational leadership variables, job performance, and organizational ambidexterity, and concentrated on small to medium enterprises (SMEs) operated in IT industry and located in Amman city. The findings posit significantly hypothesized paths of study framework which posit that digital transformational leadership exerts a significantly impacts job performance and organizational ambidexterity. Furthermore, the results claim that organizational ambidexterity had a significant mediating role. The findings provide actionable insights for organizations embarking on digitalization leadership styles to enhance performance results, spotlighting the significance of having ambidextrous businesses operations. The study suggests expanding beyond regional and sectorial limitations, upcoming studies could adopt cross-country and cross-sector analyses with a longitudinal approach to further topic understanding.