The role of leadership in digital transformation – a paradox way to improve operational performance
PurposeLeadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm, and analyses the mediating effect of digital transformation (DT) on the relationship between task-oriented and relat...
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| Vydáno v: | Journal of manufacturing technology management Ročník 36; číslo 9; s. 88 - 113 |
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| Hlavní autoři: | , , , |
| Médium: | Journal Article |
| Jazyk: | angličtina |
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Bradford
Emerald Publishing Limited
15.12.2025
Emerald Group Publishing Limited |
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| ISSN: | 1741-038X, 1758-7786, 1758-7786 |
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| Abstract | PurposeLeadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm, and analyses the mediating effect of digital transformation (DT) on the relationship between task-oriented and relationship-oriented leadership styles (LSs) and operational performance (OP) improvements in the manufacturing context.Design/methodology/approachThe authors employed survey data from Hungarian manufacturing firms. Hypotheses are tested using structural equation modelling.FindingsTask-oriented and relationship-oriented LSs exert distinct influences on DT and OP improvements. The results indicated that task-oriented LS drives OP improvements through its impact on DT. The relationship-oriented LS does not influence DT. Regarding the implications for OP improvements, we revealed a leadership paradox as the indirect positive impact of task-oriented LS may be offset by the direct negative influence of relationship-oriented LS.Research limitations/implicationsThe results are most pertinent to manufacturing firms that have already started their digital journey. Further studies must clarify how managers’ cultural embeddedness (i.e. general perceptions about efficient leadership in their country or region, national culture) could influence findings. Finally, to learn about the effective long-term behaviours of leaders might require different empirical methods.Originality/valueTo the best of the authors’ knowledge, this study represents one of the first survey-based examinations of CEOs on the ways how LSs drive the effective deployment of DT in manufacturing firms. Our findings demonstrate a leadership paradox at the nascent stages of DT in manufacturing firms. |
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| AbstractList | PurposeLeadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm, and analyses the mediating effect of digital transformation (DT) on the relationship between task-oriented and relationship-oriented leadership styles (LSs) and operational performance (OP) improvements in the manufacturing context.Design/methodology/approachThe authors employed survey data from Hungarian manufacturing firms. Hypotheses are tested using structural equation modelling.FindingsTask-oriented and relationship-oriented LSs exert distinct influences on DT and OP improvements. The results indicated that task-oriented LS drives OP improvements through its impact on DT. The relationship-oriented LS does not influence DT. Regarding the implications for OP improvements, we revealed a leadership paradox as the indirect positive impact of task-oriented LS may be offset by the direct negative influence of relationship-oriented LS.Research limitations/implicationsThe results are most pertinent to manufacturing firms that have already started their digital journey. Further studies must clarify how managers’ cultural embeddedness (i.e. general perceptions about efficient leadership in their country or region, national culture) could influence findings. Finally, to learn about the effective long-term behaviours of leaders might require different empirical methods.Originality/valueTo the best of the authors’ knowledge, this study represents one of the first survey-based examinations of CEOs on the ways how LSs drive the effective deployment of DT in manufacturing firms. Our findings demonstrate a leadership paradox at the nascent stages of DT in manufacturing firms. Purpose Leadership has been identified as a crucial driver of efficient deployment of any Operations Management (OM) paradigm. Our work focuses on digitalisation, a recent OM paradigm, and analyses the mediating effect of digital transformation (DT) on the relationship between task-oriented and relationship-oriented leadership styles (LSs) and operational performance (OP) improvements in the manufacturing context. Design/methodology/approach The authors employed survey data from Hungarian manufacturing firms. Hypotheses are tested using structural equation modelling. Findings Task-oriented and relationship-oriented LSs exert distinct influences on DT and OP improvements. The results indicated that task-oriented LS drives OP improvements through its impact on DT. The relationship-oriented LS does not influence DT. Regarding the implications for OP improvements, we revealed a leadership paradox as the indirect positive impact of task-oriented LS may be offset by the direct negative influence of relationship-oriented LS. Research limitations/implications The results are most pertinent to manufacturing firms that have already started their digital journey. Further studies must clarify how managers’ cultural embeddedness (i.e. general perceptions about efficient leadership in their country or region, national culture) could influence findings. Finally, to learn about the effective long-term behaviours of leaders might require different empirical methods. Originality/value To the best of the authors’ knowledge, this study represents one of the first survey-based examinations of CEOs on the ways how LSs drive the effective deployment of DT in manufacturing firms. Our findings demonstrate a leadership paradox at the nascent stages of DT in manufacturing firms. |
| Author | Losonci, Dávid Aranyossy, Márta Demeter, Krisztina Dióssy, Kitti |
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| Cites_doi | 10.1007/s12599-015-0401-5 10.1111/j.1540-5414.2003.02640.x 10.1108/SCM-09-2020-0485 10.1108/JSBED-05-2013-0073 10.3127/ajis.v26i0.2525 10.1108/JMTM-11-2020-0455 10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z 10.1037/1082-989X.3.4.424 10.5465/257093 10.1007/978-3-319-05542-8 10.1177/0008125620940296 10.1108/IJPPM-09-2016-0193 10.1037/h0031454 10.1108/S1474-7979(2009)0000020014 10.1108/JMTM-09-2022-0312 10.1016/j.frl.2022.103107 10.1016/j.ijpe.2020.107617 10.1177/2329488416687267 10.1080/09537325.2021.1876220 10.1016/0090-2616(90)90061-S 10.1016/j.jbusres.2022.01.036 10.1080/14697017.2021.1929406 10.1186/1471-2288-12-159 10.1108/JMTM-10-2019-0371 10.3758/BF03193146 10.1007/s00187-022-00343-w 10.33844/ijol.2018.60217 10.1108/JOSM-06-2021-0216 10.1016/j.ijpe.2020.107805 10.1016/j.emj.2016.05.001 10.1016/j.techfore.2021.121423 10.1016/j.csda.2014.07.008 10.4135/9781452231594 10.1016/j.ijpe.2007.02.030 10.11591/ijeecs.v26.i1.pp318-325 10.1177/105960117900400404 10.2307/3150783 10.1016/j.ijpe.2019.01.004 10.1108/JMTM-05-2013-0059 10.1037//0021-9010.73.4.695 10.1177/002224378101800104 10.1108/EBR-11-2018-020 10.1016/j.ijpe.2021.108316 10.1108/IJOPM-07-2022-0417 10.1108/IJOPM-03-2022-0221 10.1109/TEM.2011.2136437 10.2307/4134351 10.1108/SL-12-2019-0180 10.1016/j.ijpe.2019.107599 10.1037/0033-2909.112.1.155 10.1080/09537287.2020.1810765 10.1016/S0065-2601(08)60005-2 |
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| Copyright | Kitti Dióssy, Dávid Losonci, Márta Aranyossy and Krisztina Demeter 2024 Kitti Dióssy, Dávid Losonci, Márta Aranyossy and Krisztina Demeter. http://creativecommons.org/licences/by/4.0/legalcode (the "License"). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. |
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| Keywords | Operational performance improvements Leadership styles Digital transformation Manufacturing firms |
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| SubjectTerms | Advanced manufacturing technologies Dependency theory Digital technology Digital transformation Digitization Hypotheses Influence Knowledge management Leadership Leadership styles Literature reviews Management styles Managers Manufacturing Operations management Paradoxes Total quality |
| Title | The role of leadership in digital transformation – a paradox way to improve operational performance |
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