TRANSFORMATIONAL DIGITAL LEADERSHIP AND EMPLOYEE AGILITY IN HYBRID WORK SYSTEMS: EXAMINING ORGANIZATIONAL RESILIENCE IN PAKISTAN’S PUBLIC AND PRIVATE SECTORS

Abstract

The rapid shift toward hybrid work systems has intensified the need for effective leadership models that can ensure employee adaptability and organizational resilience. This study examines the impact of transformational digital leadership on employee agility and organizational resilience in hybrid work environments across Pakistan’s public and private sectors. A quantitative, cross-sectional research design was employed using survey data collected from employees with hybrid work experience. Structural Equation Modeling (SEM) was used to test direct and mediating relationships among the variables. The findings reveal that transformational digital leadership significantly enhances employee agility, which in turn strongly predicts organizational resilience. Employee agility was found to partially mediate the relationship between leadership and resilience, indicating that leadership effectiveness is strengthened when employees demonstrate adaptability and responsiveness to digital work demands. Furthermore, comparative analysis showed that private sector organizations exhibit higher levels of leadership effectiveness and agility compared to public sector institutions.

The study concludes that transformational digital leadership is a key driver of organizational resilience in hybrid work systems, primarily through its influence on employee agility. The findings contribute to leadership theory by integrating digital transformation perspectives and provide practical insights for improving workforce adaptability in developing economies.