How Digital Leadership Enhances Employee Creativity: The Mediating Roles of Digital Culture, Employee Digital Capability, and Innovation Self-Efficacy in Indonesian Startups
DOI:
https://doi.org/10.61255/jeemba.v4i4.1639Keywords:
Digital Leadership, Digital Culture, Employee Digital Capability, Employee Creativity, Startup CompaniesAbstract
Purpose – This study examines the relationship between Digital Leadership and Employee Creativity through the mediating roles of Digital Culture, Employee Digital Capability, and Employees’ Innovation Self-Efficacy in Indonesian startup companies.
Design/Methodology/Approach – A quantitative cross-sectional survey was conducted with 171 employees of Indonesian startups. The proposed model was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.
Findings – Digital Leadership positively influences Digital Culture, Employee Digital Capability, and Employees’ Innovation Self-Efficacy. However, only Digital Culture has a significant positive effect on Employee Creativity and significantly mediates the relationship between Digital Leadership and Employee Creativity. Neither Employee Digital Capability nor Employees’ Innovation Self-Efficacy shows significant direct or mediating effects, while the direct relationship between Digital Leadership and Employee Creativity is also insignificant.
Originality/Value – This study extends previous digital leadership research by integrating environmental, competence-based, and psychological mechanisms into a parallel mediation model. The findings identify Digital Culture as the primary pathway through which Digital Leadership enhances Employee Creativity, offering theoretical and practical insights for startup organizations.
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