Mapping The Nexus Between Digital Leadership And Sustainable Organisational Performance: A Systematic Literature Review And Bibliometric Analysis
Digital Leadership; Sustainable Organisational Performance; Sustainability; Digital Transformation; Bibliometric Analysis; Systematic Literature Review
AuthorsAbstractThe increasing complexity of digital transformation and sustainability challenges, taking on becoming increasingly strategic importance and being connected to outcoming pressures, has encouraged organisations to strengthen leadership capabilities to achieve long-term organisational performance, which has grown to be reaching broader sustainability expectations. This study aims to systematically map and examine the relationship between Digital Leadership and Sustainable Organisational Performance, focused exclusively on literature insights, while seeking to have a clearer understanding of how this relationship could have affected organisational adaptation. The study adopts the PRISMA framework for article selection and VOSviewer for bibliometric mapping, to be getting a structured overview of publication trends, dominant themes, intellectual structures, and future research directions in the literature, while also reaching on and to reaching up toward emerging research gaps. Data were collected from the Scopus database using relevant keyword combinations related to digital leadership and sustainable organisational performance, and a total of 42 articles that met the inclusion criteria were analysed. The findings reveal a growing scholarly interest in the relationship between Digital Leadership and Sustainable Organisational Performance, particularly in recent years. Bibliometric analysis demonstrates an evolution of research themes from organisational performance and digital transformation toward sustainability-oriented constructs, including green innovation, ESG orientation, organisational learning, and artificial intelligence readiness. The network analysis further indicates that digital leadership serves as a central intellectual construct linking digital transformation, sustainability, innovation, and organisational performance, while taking on a role that is becoming increasingly important in shaping outcoming strategic directions. Moreover, the literature increasingly conceptualises digital leadership as a multidimensional strategic capability rather than merely being a leadership style, to have broader relevance for organisational adaptation. The findings also suggest that sustainable organisational performance is increasingly influenced by mediating mechanisms such as IT capability, digital culture, green innovation, and ESG management, which could have affected how organisations are to be getting more responsive to sustainability pressures. This study contributes theoretically by providing a comprehensive understanding of the evolving relationship between Digital Leadership and Sustainable Organisational Performance, focused exclusively on its strategic and sustainabilityoriented dimensions, and practically by offering strategic insights for organisations seeking to align digital transformation initiatives with sustainability objectives, which has grown to be reaching wider managerial relevance. Future research is encouraged to explore a wider range of organisational contexts and adopt more comprehensive methodological approaches, while reaching on and to reaching up toward broader theoretical and empirical development.
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