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In today’s fast-evolving digital landscape, organizational change has become a crucial area of study and practice. The increasing integration of digital technologies into various organizational processes, known as digital transformation, has significantly reshaped traditional business models, operational workflows, and communication channels. This transformation is particularly relevant in higher education institutions, where the adoption of digital tools is redefining teaching methodologies, administrative functions, and stakeholder engagement.
Previous research has extensively explored the dynamics of organizational change in the context of digital transformation. Vial (2021) highlighted that digital transformation necessitates substantial changes in business processes, organizational structures, and management strategies to fully leverage digital technologies. Likewise, Nambisan et al. (2017) discussed how digital innovation compels organizations to adopt new forms and practices to accommodate the pervasive nature of digital technologies. Within higher education, studies have examined leadership’s role in guiding institutions through digital transitions. For example, a South African case study underscored the significance of strategic leadership in fostering high-performing institutions where technology is leveraged to address educational challenges.
Despite these insights, several gaps remain in the existing literature. Firstly, there is a limited understanding of how leadership styles influence the success of digital transformation initiatives, particularly within higher education institutions. While some studies have addressed this aspect, comprehensive analyses remain scarce. Secondly, the impact of digital transformation on organizational culture and employee engagement has not been thoroughly examined, even though these factors are crucial in determining the success of change initiatives. Lastly, there is a need for empirical studies that explore the specific challenges and opportunities associated with digital transformation in South African higher education institutions.
Various research methodologies have been employed to study organizational change during digital transformation. Qualitative methods, such as case studies and interviews, provide in-depth insights into organizational processes and leadership dynamics. Quantitative approaches, including surveys and statistical analyses, measure the impact of digital tools on organizational performance. However, many studies lack a holistic perspective that integrates both qualitative and quantitative data, leading to an incomplete understanding of the phenomenon. Additionally, much of the existing research focuses on corporate settings, with limited attention given to educational institutions, particularly in developing countries such as South Africa.
Addressing these gaps is essential for multiple reasons. Firstly, higher education institutions play a pivotal role in societal development, and their effective digital transformation can enhance educational outcomes and accessibility. Secondly, understanding the role of leadership in digital transformation can inform the development of training programs and policies that support leaders in managing change effectively. Thirdly, focusing on the South African context provides valuable insights into the unique challenges and opportunities faced by institutions in developing countries, contributing to the global discourse on digital transformation in education.
The primary aim of this paper is to investigate the role of leadership in facilitating successful organizational change during digital transformation within a South African higher education institution. Specifically, the paper aims to examine how leadership styles influence the adoption and integration of digital technologies.
The central research question guiding this paper is “How do leadership styles influence the adoption and integration of digital technologies in higher education institutions?”
By addressing these questions, this research seeks to contribute to the existing body of knowledge on organizational change and digital transformation, offering practical insights for leaders and policymakers in the higher education sector.
This research paper is structured as follows. The first portion provides an introduction to the research paper; “Literature Review” presents the literature review; “Research Methods and Designs” outlines the research methodology; “Analysis of Findings” and “Discussion of Results” present data analysis; and the “Conclusion” discusses the results, recommendations, and conclusion.