Abstract
Digital transformation has moved beyond the simple adoption of information technology and has become a fundamental organizational process affecting leadership, employee behavior, innovation, and performance. This study examines the relationship between digital leadership and organizational performance by investigating employee innovation implementation as an intervening mechanism. Drawing on the Dynamic Capability View, digital leadership is conceptualized as a strategic capability that enables organizations to mobilize technological resources, stimulate employee experimentation, and facilitate the implementation of new ideas. A quantitative research design is proposed using a structured questionnaire administered to employees in digitally transforming organizations. The hypothesized relationships are tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The proposed model examines both the direct effect of digital leadership on organizational performance and its indirect effect through employee innovation implementation. The study contributes to digital leadership literature by distinguishing innovation implementation from the broader concept of innovative behavior and by explaining how employee-generated ideas can be translated into organizational value.
