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The Roles of Transformational Leadership, Perceived Organizational Support, Digital Capability Towards Employees’ Adaptability and Readiness for Digital Transformation

In: Eurasian Business and Economics Perspectives

Author

Listed:
  • Neneng Nurhayati

    (Swiss German University)

  • Soebowo Musa

    (Swiss German University)

  • Elok Savitri Pusparini

    (University of Indonesia)

Abstract

This study aims to understand the factors that could cause a successful digital transformation from perspectives of leadership, organizational behavior, innovation, and readiness for digital transformation by examining transformational leadership, perceived organizational support and digital capability toward employees’ adaptability and readiness for digital transformation. A validated questionnaire was used to collect data from 246 respondents who work in different position levels within the agriculture business in Indonesia. This study shows that transformational leadership and perceived organizational support have the highest association. Transformational leadership through digital capability and employees’ adaptability supports organizations’ readiness for digital transformation. Transformational leadership is not directly supporting the readiness for DT. Further, this study clarifies that in creating readiness for digital transformation, perceived organizational support plays a significant role in enhancing digital capability in developing employees’ adaptability to prepare them for digital transformation.

Suggested Citation

  • Neneng Nurhayati & Soebowo Musa & Elok Savitri Pusparini, 2024. "The Roles of Transformational Leadership, Perceived Organizational Support, Digital Capability Towards Employees’ Adaptability and Readiness for Digital Transformation," Eurasian Studies in Business and Economics, in: Mehmet Hüseyin Bilgin & Hakan Danis & Ender Demir & Elcin Aykac Alp & Serkan Çankaya (ed.), Eurasian Business and Economics Perspectives, pages 95-110, Springer.
    • Handle: RePEc:spr:eurchp:978-3-031-51212-4_6
    DOI: 10.1007/978-3-031-51212-4_6
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