Digital Leadership and Organizational Performance in the Post COVID-19: Mediating Roles of Human Capital Development and Technological Innovation

Abstract

Digital leaders are inevitable to foster greater human capital development and technological innovation for successful organizational management activities especially after the COVID-19 pandemic. The intention of the study is to explore the association between digital leadership (DL) and organizational performance (OP) with the mediating effects of human capital development (HCD) and technological innovation (TI). To achieve these goals, 260 convenient samples were collected from the employees of different service and manufacturing industries of Bangladesh, and AMOS structural equation model (SEM) has used for testing hypothesis by following resources-based view (RBV) theory. The results proved that DL significantly influences OP and HCD partially mediating the relationship, while TI has no significant mediating effect. The present findings infer that DL play a crucial role in supporting human development, such as developing employees' DL skills, increasing technological professionalism, and driving an innovative mindset for organizational success after the COVID-19 pandemic. Although the pandemic is over, managers and policymakers need to concentrate on upgrading organizational TI level and employee’s digital skills and capabilities for ensuing competitive performance and organizational sustainability.