بررسی برازش مدل رهبری دیجیتال تحول‌آفرین در گروه خودروسازی سایپا

حمزه  اسماعیلی; محمد رضا ربیعی مندجین; وحید  آرایی; محمدرضا  سعیدی

Authors

Hamzeh Esmaili PhD student, Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0009-0007-7161-9221
Mohammad Reza Rabiei Mandejin Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran Corresponding author https://orcid.org/0000-0001-8571-1415
Vahid Araei Department of Public Administration and Public Policy, CT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0000-0001-9987-2252
Mohammadreza Saeedi Department of Public Administration, WT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0009-0001-2700-3530

Keywords:

Transformational Digital Leadership, Digital Transformation, Digital Organizational Culture, Data Management, Digital Innovation, Digital Infrastructure, SAIPA Automotive Group

Abstract

The present study aimed to assess the fit of the transformational digital leadership model and examine the relationships among its underlying dimensions within SAIPA Automotive Group. This study was developmental in purpose and employed a quantitative cross-sectional survey design. The statistical population consisted of managers, supervisors, experts, and employees involved in digital transformation activities within SAIPA Automotive Group. Based on the Morgan table, a sample of 364 participants was selected through random sampling. Data were collected using a researcher-developed questionnaire measuring transformational digital leadership dimensions, including digital leader competency, digital vision and strategy, digital organizational culture and mindset, data management, digital infrastructure, digital innovation, and digital interactions and ecosystem development. Data were analyzed using SPSS version 24 and SmartPLS version 3 through Partial Least Squares Structural Equation Modeling (PLS-SEM). Confirmatory factor analysis demonstrated that all indicators and dimensions possessed satisfactory validity and reliability, and all structural paths were statistically significant at the 0.05 level. Transformational digital leadership exhibited the strongest effects on digital vision and strategy (β=0.835), digital organizational culture and mindset (β=0.809), and data management (β=0.768). Moreover, digital organizational culture significantly influenced digital interactions and ecosystem development (β=0.832), digital innovation (β=0.733), and digital infrastructure (β=0.622). The coefficients of determination ranged from 0.387 to 0.697, while Q² values ranged from 0.156 to 0.317, indicating satisfactory explanatory and predictive power. The overall goodness-of-fit index was 0.368, reflecting a strong model fit. The findings indicate that the transformational digital leadership model demonstrates a satisfactory fit within SAIPA Automotive Group. Digital vision and strategy, digital organizational culture, and data management emerged as the most influential dimensions of transformational digital leadership. Furthermore, digital culture serves as a key enabler of innovation, ecosystem interactions, and effective utilization of digital infrastructure. Therefore, successful digital transformation in the automotive industry requires simultaneous attention to strategic, cultural, technological, and human dimensions of leadership.

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