Fostering a Digital Culture in Indonesian Higher Education: The Impact of Digital Leadership on Lecturer Performance and Organizational Citizenship Behaviour

Abstract

This study analyses how Digital Leadership affects Lecturer Performance and Organizational Citizenship Behaviour (OCB) in higher education institutions, stressing its role in supporting digital transformation. The Covid-19 pandemic has made it harder for institutions to adapt to the digital age, requiring new leadership techniques that emphasize technological integration, collaboration, and creativity. Digital leadership and job satisfaction are examined to determine how they affect professor performance and organizational engagement. The quantitative study uses an online survey to reach 341 Indonesians from various regions. The study selected experts using a purposive sample and analysed data using Smart PLS. All constructs met validity and reliability criteria for the measuring model. The study found that Digital Leadership significantly impacts Lecturer Performance and Organizational Citizenship Behaviour, with significant R² values. Digital Leadership explains 60.5% of Organizational Citizenship Behaviour and 47.7% of Lecturer Performance. Job Satisfaction mediates the relationship between Digital Leadership and these outcomes, suggesting that course lecturers are more likely to practice corporate citizenship and perform well academically. The study found that effective digital leadership techniques like transparent communication, technical training, and lecturer well-being can boost satisfaction, engagement, and performance. This study strengthens the case for digital leadership in higher education to improve education and organizational performance. To analyse the long-term effects of digital leadership and account for company culture and government regulation, future research should be longitudinal.