The Improving Role of Digital Leadership in the Impact of Social Loafing on Job Performance

Abstract

It is possible to define digital leadership as a type of leadership that is informed about digital technologies that help the digital transformation of employees and businesses and is also fed by modern leadership theories. The concept of digital leadership has come to the fore, particularly with Industry 4.0. Digital leadership is seen as an element that positively affects organizational culture and helps the development of the organization. Following the Covid-19 pandemic, businesses have experienced a considerable digital transformation, and it has been realized that digital leadership is now inevitable for businesses. Digital transformation is expected to contribute to the productivity and production of enterprises. The present study focused on the ability of digital leadership to avoid social loafing, which is negative organizational behavior. In particular, the extent to which job performance losses caused by social loafing were moderated by digital leadership was measured. In this regard, questionnaire forms were prepared and sent to 308 people. The collected data were interpreted by means of the Smart PLS program, and the results were obtained. In this respect, it is found that digital leadership has a moderating impact on the effect of social loafing on job performance. It is thought that the source of this effect could be explained in accordance with Social Impact Theory, Upper Echelon Theory, and Strategic Action Area Theory.

The Mediating Role of Innovative Behavior on the Effect of Digital Leadership on Intrapreneurship Intention and Job Performance

“…Digital leaders are expected to transform organizations innovatively and adapt them to contemporary conditions, as well as to increase their performance by managing organizations effectively throughout the process [2]. Research conducted with employees to direct the process in question indicated a high level of belief (77%) that change can be made in organizations through new leaders [3], which was also supported by a report prepared by the European Union stating that there was a need for 40,000 to 50,000 digital leaders every year from 2015 until 2020 [4,5]. Countries with a strategic perspective allocate significant financial resources to digital transformation.…”

“…Excessive workforce needs and considerable financial factors requiring management have fostered an increasing interest in digital leadership studies. Although the positive effect of digital leadership on job performance is known [5,7,8], the mediating role of innovative behavior has not been fully clarified in the literature. Therefore, determining the mediating effect in question constitutes one of the aims of the present study.…”

Knowledge Mapping of Digital Leadership and Research Agenda: The Open Knowledge Maps Perspective

“…The implementation of digital leadership for business and public organizations is in cluster-1. The discussion contained in the cluster is divided into digital transformation [41], [42], [43], [44], [45], [46], [47], [48], the correlation of digital leadership to performance [49], [50], a digital leadership framework for organizations [51], [52], and an overview of the concept of digital leadership [53], [54].…”

“…Four studies were conducted on private companies [57], [58], [59], [60]. Abbasov [57] viewed digital leadership as a leadership style crucial in the Industrial Revolution 4.0 era.…”

“…Despite providing a direct effect of digital leadership on employee performance, digital leadership can also act as a moderation variable. In this case, digital leadership can reduce social loafing, and as a consequence, it will increase job performance [60].…”