Digital Leadership and Employee Performance: A Meta-Analysis

John Olayemi Okunlola
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John Olayemi Okunlola: Department of Education Leadership and Management, Faculty of Education, University of Johannesburg, South Africa

Social Sciences and Education Research Review, 2025, vol. 12, issue 1, 226-236

Abstract: Rapid technological advancements have redefined organizational leadership, positioning digital leadership as a critical factor in enhancing employee performance. This study presents global evidence from a meta-analysis that explores the relationship between digital leadership and employee performance across various industries and countries. The study investigates the impact of digital leadership on employee performance, synthesizing empirical evidence from 16 peer-reviewed studies published between 2021 and 2024 from Scopus and Google Scholar databases. The meta-analysis utilized statistical tools like the Forest Plot and Funnel Plot to examine the robustness and reliability of findings, supplemented by the Fail-Safe N Test to evaluate publication bias. Hence, the study employs a random-effects model to analyze the relationship between digital leadership and employee performance, revealing a significant positive correlation. The findings indicate that digital leadership significantly impacts key organizational variables, including employee engagement, innovation, and performance metrics such as profitability and market share. The analysis also highlights variations in the effectiveness of digital leadership across industries, with the IT, education, and commerce sectors demonstrating strong correlations. Geographical differences further underscore the importance of culturally tailored leadership strategies, with South Korea and China demonstrating the strongest correlations, while regions like Nigeria and Turkey show limited but positive effects. However, the analysis also identifies substantial residual heterogeneity, suggesting that additional factors beyond digital leadership may influence performance outcomes. Despite potential publication bias, the robustness of the findings is confirmed by a Fail-Safe N value of 1.912 x 10^9, underscoring the reliability of the results. This study contributes to the growing body of knowledge on digital leadership, providing evidence-based insights for organizations navigating the complexities of the digital age. It emphasizes the need for leadership training programs that integrate digital competencies, cross-cultural integration, and industry-specific digital strategies to maximize its impact.

Keywords: Digital Leadership; Employee Performance; Meta-Analysis; Technological Advancements (search for similar items in EconPapers)
JEL-codes: M12 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:edt:jsserr:v:12:y:2025:i:1:p:226-236

DOI: 10.5281/zenodo.15804548

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