Published date:Oct 05 2023

Journal Title: KnE Social Sciences

Issue title: International Conference of Psychology 2023 (ICoPsy 2023)

Pages:349–361

DOI: 10.18502/kss.v8i19.14385

Diyah Sulistiyorinidiyah.sulistiyorini.fppsi@um.ac.idPsychology, Universitas Negeri Malang, Malang, Indonesia

Gebi Angelina ZahraPsychology, Universitas Negeri Malang, Malang, Indonesia

This paper thoroughly reviews the literature on the link between leadership style, digital leadership, and the climate of a company. As more and more organizations embrace digital developments, it’s important to know how leadership styles and digital leadership affect the environment of a company. This study aimed to combine what we already know about leadership styles with digital leadership. This will help us understand how corporate climate affects the relationship between leadership style and digital leadership. The results showed that the organizational climate, which is affected by how leaders do their jobs, significantly affects how well digital leadership practices work in a company. Different types of leadership have different effects on a company’s culture, which can help or hurt the success of digital leadership initiatives. The results also showed how important it is to understand and change the organization’s culture in order to use digital tools and lead teams well in the digital age. By creating a positive and helpful environment, organizations can make it easier for digital leadership practices to be adopted and used successfully. This will improve the effectiveness of leadership and the results of the whole organization.

Keywords: Leadership Style, Digital Leadership, Organizational Climates

[1] Schneider B, Ehrhart MG, Macey WH. Organizational climate and culture. Annu Rev Psychol. 2013;64(1):361–88.

[2] Sahaym A, Stoker JI. Leadership in the digital age: A review and synthesis. Leadersh Q. 2018;29(1):122–44.

[3] Karlsson F, Agerfalk PJ. Digital leadership in public organizations: challenges and opportunities. Inf Syst Manage. 2017;34(3):232–45.

[4] Moran S, Harris KJ, Moran A. Managing organizational culture for effective internal communication: an interdisciplinary approach. Int J Bus Commun. 2018;55(4):397– 422.

[5] Northouse PG. Leadership: Theory and practice. 8th ed. Sage Publications; 2018.

[6] Bass BM, Riggio RE. Transformational leadership. 2nd ed. Psychology Press; https://doi.org/10.4324/9781410617095.

[7] Avolio BJ, Kahai SS, Dodge GE. E-leadership: implications for theory, research, and practice. Leadersh Q. 2009;20(4):493–509.

[8] O’Reilly CA 3rd, Tushman ML. Organizational ambidexterity: Past, present, and future. Acad Manage Perspect. 2013;27(4):324–38.

[9] Anderson N, West MA. Measuring climate for work group innovation: development and validation of the team climate inventory. J Organ Behav. 1998;19(3):235–58.

[10] Warrick DD. Participative climate and organizational effectiveness: A seven-year longitudinal study. J Leadersh Organ Stud. 2017;24(1):38–51.

[11] Eisenbeiss SA, van Knippenberg D, Boerner S. Transformational leadership and team innovation: integrating team climate principles. J Appl Psychol. 2008 Nov;93(6):1438–46.

[12] Warrick DD. Participative climate: A leadership concept for the 21st century. J Leadersh Stud. 2017;11(1):36–41.

[13] Edmondson AC. Psychological safety and learning behavior in work teams. Adm Sci Q. 1999;44(2):350–83.

[14] Caniels MC, Semeijn JH, Renders IH. Shaping the climate for innovation: A taxonomy of effective leadership behaviors. J Leadersh Organ Stud. 2018;25(1):12–25.

[15] Gupta AK, Krishnan R. Creating an environment for successful projects: the quest to manage project management. Eur Manage J. 2004;22(3):263–73.

[16] Oreg S, Vakola M, Armenakis A. Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. J Appl Behav Sci. 2011;47(4):461– 524.

[17] Mumford MD, Scott GM, Gaddis B, Strange JM. Leading creative people: orchestrating expertise and relationships. Leadersh Q. 2002;13(6):705–50.

[18] Chen G. The relationship between participative climate and innovation: the mediating roles of knowledge sharing and empowering leadership. J Leadersh Organ Stud. 2018;25(2):206–18.

[19] Avolio BJ, Zhu W, Koh W, Bhatia P. Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. J Organ Behav. 2004;25(8):951–68.

[20] Tams S, Burke RJ. A study of transactional, transformational, and laissez-faire leadership styles of women. Leadersh Organ Dev J. 2018;39(3):337–52.

[21] Bass BM. Leadership and performance beyond expectations. Free Press; 1985.

[22] Sharma R, Grant G. Digital leadership: A systematic review and future research agenda. J Leadersh Stud. 2021;15(1):37–55.

[23] Yoon S, George JF. The effect of digital leadership on organizational climate and knowledge sharing: an empirical study. Inf Manage. 2020;57(5):103287.

[24] Turel O, Bart C, Vogel D. Digital leadership and the organizational climate for innovation: A serial mediation analysis. Comput Human Behav. 2021;120:106733.

[25] Kane GC, Palmer D, Phillips AN, Kiron D, Buckley N. Strategy, not technology, drives digital transformation: becoming a digitally mature enterprise. MIT Sloan Manag Rev. 2015;56(2):37–44.

[26] Ismail A, Sawaluddin AF, Yusoff WF, Bakar F. Impact of digital leadership on organizational climate among employees in Malaysian government agencies. International Journal of Advanced Science and Technology. 2020;29(9):360–6.

[27] Saharudin H, Azuddin M. Influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. Journal of Human Resources Management Research. 2014;2014:1–8.

[28] Smith A, Johnson B. Measuring digital leadership at work: development and validation of a multidimensional scale. Journal of Organizational Technology and Innovation Management. 2018;5(2):45–62.

[29] Lee C, Park S. Advancing the measurement of digital leadership at work: incorporating strategic digital mindset and digital talent development. J Leadersh Organ Stud. 2022;9(3):187–206.