Abstract

In the light of the technological advances across the globe, this study indents to investigate the impact of relational leadership and mindfulness on readiness for radical change initiatives, such as ‘digital transformation.’ These critical human related factors instrumentally inculcate positive attitude amongst people to embrace and adopt complex technologies. Employees’ resilience (power to bounce back from adversatives), however, remains an intrinsic factor that moderates the negative elements of the tech-world. Therefore, the study also aims to explore the moderated-mediation effect of state mindfulness and resilience in the interplay. Unsing Hayes’ process macro ‘model 59’, the study analysed 293 employee responses from India's service sector. Results of the path analyses suggest that mindfulness significantly mediates the association between relational leadership and change readiness for digital transformation. Moreover, the presence of employee resilience strengthens the impact of mindfulness on change readiness. Interestingly, resilience also weakens the link between leader dynamics and change readiness. This finding challenges the mainstream premise of Social Exchange Theory given the context of digital transformation. These insights theoretically contribute to the arenas of leadership for Information systems and tech-adoption, while offering practical implications to enhance the success rates of radical organizational development initiatives such as Digital transformation.

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