This study examines the strategic congruence between transformational and transactional leadership – an ambidextrous leadership approach – as a key driver of digital transformation (DT) readiness. By linking ambidextrous leadership with dynamic capabilities, it investigates how the synergy (or incongruence) between exploratory and exploitative leadership behaviors shapes employees' adaptability to digital change through their perceptions of team-level dynamic capabilities.
A quantitative design was adopted using polynomial regression and response surface analysis to assess the effects of leadership congruence on DT readiness. Data were collected from 434 employees, focusing on individuals' perceptions of their team's exploration and exploitation capabilities. The analysis tested the indirect effects of leadership congruence on DT readiness via perceived dynamic capabilities, rather than formal mediation.
Results show that high congruence between transformational and transactional leadership significantly enhances DT readiness. When both styles are strong and aligned, perceived team-level exploration and exploitation are optimized, strengthening organizational agility. The findings suggest a significant indirect association through dynamic capabilities, indicating that balanced leadership is associated with both innovation and operational discipline in digital contexts.
This study advances the integration of ambidextrous leadership and dynamic capabilities theories in the DT context. Limitations include the cross-sectional design, reliance on self-reported perceptions, and possible industry-specific constraints. Future research could adopt longitudinal designs and examine contextual moderators such as digital literacy or organizational culture.
Organizations should develop leaders capable of integrating transformational and transactional styles to manage exploration–exploitation tensions dynamically. Leadership programs should cultivate both visionary, change-driving and disciplined, execution-oriented competencies to enhance adaptability to digital change.
This research contributes to leadership studies in DT by showing how congruence between established leadership styles can indirectly enhance DT readiness through perceived dynamic capabilities. It offers practical guidance for embedding adaptability into digital strategies using existing, well-validated leadership frameworks.
