Mastering digital leadership: The role of learning agility and innovative work behavior
Abstract/Description
Purpose – This study aims to assess the influence of digital leadership (DL) and learning agility (LA) on innovative work behavior (IWB). Drawing upon new institutional theory, we formulated and tested a model to investigate the influence of digital leadership and learning agility on innovative work behavior with learning agility as a mediator.
Design/methodology/approach –This study used cross-sectional data to test the research hypotheses. In addition, partial least square structured equation modeling was used to analyze 400 sample responses from public sector institutions in Karachi Pakistan.
Findings – Our findings offer an advanced understanding of the impact of digital leadership and learning agility on innovative work behavior. Additionally, learning agility to mediate the relationship between digital leadership and innovative work behavior.
Practical implications – The study’s findings show that an organization must use HRD interventions effectively to improve innovation. Additionally, learning agile employees also helps in bringing innovation to an organization.
Originality/value – This study is one of its kind in exploring LA for OI by using the existing LA scale. Further, this study is a significant contribution to the existing literature by using HRD interventions, LA, and OI in an extensive research model.
Keywords
Digital leadership, Learning agility, Innovative work behavior, Public sector, Karachi, Pakistan
Track
Management
Session Number/Theme
2B: Management
Session Chair
Dr. Ather Akhlaq ; Dr. Kamran Mumtaz
Start Date/Time
30-5-2024 3:25 PM
End Date/Time
30-5-2024 4:55 PM
Location
MCS – 4 AMAN CED Building
Recommended Citation
Tunio, S. (2024). Mastering digital leadership: The role of learning agility and innovative work behavior. 3rd IBA SBS International Conference 2024. Retrieved from https://ir.iba.edu.pk/sbsic/2024/program/25
COinS
Mastering digital leadership: The role of learning agility and innovative work behavior
MCS – 4 AMAN CED Building
Purpose – This study aims to assess the influence of digital leadership (DL) and learning agility (LA) on innovative work behavior (IWB). Drawing upon new institutional theory, we formulated and tested a model to investigate the influence of digital leadership and learning agility on innovative work behavior with learning agility as a mediator.
Design/methodology/approach –This study used cross-sectional data to test the research hypotheses. In addition, partial least square structured equation modeling was used to analyze 400 sample responses from public sector institutions in Karachi Pakistan.
Findings – Our findings offer an advanced understanding of the impact of digital leadership and learning agility on innovative work behavior. Additionally, learning agility to mediate the relationship between digital leadership and innovative work behavior.
Practical implications – The study’s findings show that an organization must use HRD interventions effectively to improve innovation. Additionally, learning agile employees also helps in bringing innovation to an organization.
Originality/value – This study is one of its kind in exploring LA for OI by using the existing LA scale. Further, this study is a significant contribution to the existing literature by using HRD interventions, LA, and OI in an extensive research model.
