Examining the Relationship Between Digital Leadership and Employee Innovation Behaviour in Hybrid Work Environments: A Quantitative Investigation

Abstract

Organizations’ leadership practices have changed with the rapid development of the hybrid work model and the ways employees participate in organizational innovation-related activities. In this study, the relationship between digital leadership and employee innovation behaviour was examined using a survey-based analytical approach in hybrid workplaces. This study is concerned with the impact of digitally competent leadership on staff to develop, share and put into practice innovative ideas in virtual and physical environments. The data were collected using a structured questionnaire, which included 22 questions about digital leadership, communication, technological support, collaborative culture and innovative work behaviour among employees of the hybrid organizational structure. These findings indicate that digital leadership can positively encourage employees to generate more creative ideas and promote knowledge-sharing among employees. Digital leaders who demonstrate effective use of digital tools, clear and transparent communication, and trust building help foster employees’ participation in innovative activities. The study also finds that when shifting to the hybrid workplace, the opportunities and challenges for innovation can vary based on how well a digital coordination and organizational support framework is in place. Digital leadership is proven to have a positive impact on employee self-confidence, team problem-solving, and lifelong learning in distributed workplace. This study builds upon the current, and expanding, body of research on leadership and innovation management, by emphasizing the need for leadership abilities within a digital context of work. The study also offers implications for organizations aiming to boost employee innovation in the new hybrid model of work by applying certain strategic digital leadership practices.

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