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Dijital Liderin Yarattığı Dip Dalga: Dijital Dönüşüme ve Liderliğe Çalışan Perspektifinden Derinlemesine Bir Analiz

Yıl 2025, Cilt: 26 Sayı: 3, 546 - 568, 25.07.2025

Nida Palabıyık

https://doi.org/10.37880/cumuiibf.1673176

Öz

Bu çalışma, Türkiye’deki küçük ve orta ölçekli işletmelerde çalışanların dijital liderlik algılarının, dijital dönüşüme yönelik bakış açılarını nasıl etkilediğini incelemektedir. Dijital dönüşümün, çalışan algıları vasıtasıyla örgüt içinde yayılan “dip dalga” etkisiyle şekillendiği varsayımından hareketle, çalışanların yöneticilerine ilişkin dijital liderlik algılarının dijital dönüşüm sürecine yönelik bakış açıları üzerindeki etki analiz edilmiştir. Ayrıca, çalışanların dijital liderlik ve dijital dönüşüm algıları itibariyle örgüt içinde oluşturdukları farklı algı profilleri analiz edilmiştir. Bu analizler, SPSS, Lisrel ve Jamovi yazılımları kullanılarak gerçekleştirilmiştir. Araştırmanın ilk bulgusu, çalışanların yöneticilerini dijital lider olarak algılama düzeyleri arttıkça, dijital dönüşüm sürecine yönelik olumlu tutumlarının da arttığını göstermektedir. İkinci bulgu ise, çalışanların dijital liderlik ve dönüşüm algılarına göre anlamlı ve içeriksel olarak farklı gizil sınıflar oluşturduğunu ortaya koymuştur. Bu sınıflar, içeriklerine göre olumlu dip dalga oluşturanlar, değişim karşıtları, kararsızlar, olumsuz dip dalga oluşturanlar şeklinde isimlendirilmiştir. Olumlu dip dalga oluşturanlar sınıfı, dijital liderlik ve dijital dönüşüm algıları yüksek olan çalışanlardan oluşmaktadır. Değişim karşıtları sınıfı, dijital liderlik algısı yüksek olmasına rağmen dijital dönüşüm algısı düşük olan çalışanlardan oluşmaktadır. Kararsızlar sınıfı, dijital liderlik ve dijital dönüşüm algıları orta düzeyde olan çalışanları kapsamaktadır. Olumsuz dip dalga oluşturanlar sınıfı ise, dijital liderlik ve dijital dönüşüm algıları düşük olan çalışanları kapsamaktadır. Bu bulgular, dönüşüm sürecinin örgüt içinde homojen değil, çok katmanlı ve dinamik bir yapı sergilediğini; algı farklılıklarının dönüşüm stratejileri üzerinde belirleyici alabileceğini göstermektedir. Çalışma, dijital liderlik ve dönüşüm süreçlerinin yönetsel gerekliliklerin ötesine uzanarak çalışan merkezli etkileşimler çerçevesinde de ele alınması yönünde alan yazına katkı sunmaktadır.

Anahtar Kelimeler

Dijital dönüşüm Liderlik Dijital Liderlik Çalışan Algıları Dip Dalga

Kaynakça

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  • Aksu M.V. & Taslak S. (2022). Dördüncü sanayi devrimi ve küçük ve orta büyüklükteki işletmelerin (KOBİ’lerin) dijital dönüşümü, Yeni Fikir Dergisi, 14 (29), 11-23. https://doi.org/10.57205/yenifikirjournal.1211439
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  • Asri, A. A., & S., D. G. (2020). Revealing the digital leadership spurs in 4.0 Industrial Revolution. International Journal of Business, Economics and Management, 3(1), 93-100. https://doi.org/10.31295/ijbem.v3n1.135.
  • Avolio, B. J., Kahai, S., & Dodge, G. E. (2000). E-Leadership: Implications for theory, research, and practice. Leadership Quarterly, 11(4), 615-668. https://doi.org/10.1016/S1048-9843(00)00062-X.
  • Băeșu, C., & Bejinaru, R. (2020). Knowledge management strategies for leadership in the digital business environment. Proceedings of the International Conference on Business Excellence, 14(1), 646–656. https://doi.org/10.2478/picbe-2020-0061
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The Ripple Effect Created by The Digital Leader: An In-Depth Analysis of Digital Transformation and Leadership from The Employee Perspective

Yıl 2025, Cilt: 26 Sayı: 3, 546 - 568, 25.07.2025

Nida Palabıyık

https://doi.org/10.37880/cumuiibf.1673176

Öz

This study investigates how employees’ perceptions of digital leadership influence their perspectives on digital transformation within small and medium-sized enterprises (SMEs) in Turkey. Building on the assumption that digital transformation unfolds through a "ripple effect" driven by employee perceptions, the study explores the formation of employee perception profiles regarding the transformation process. In addition, the different perception profiles that employees create within the organization in terms of their perceptions of digital leadership and digital transformation were analyzed. These analyses were conducted using SPSS, Lisrel and Jamovi software. The first key finding reveals that as employees' perception of their managers as digital leaders increases, their attitudes toward digital transformation become more positive. The second finding revealed that employees formed significant and contextually different latent classes according to their perceptions of digital leadership and transformation. These latent classes were named as the positive ripple effect creators, the change resistors, the undecided, and the negative ripple effect creators according to their content. The class of positive ripple effect creators consists of employees with high perceptions of digital leadership and digital transformation. The change resistors class consists of employees who have a high perception of digital leadership but a low perception of digital transformation. The undecided class includes employees with moderate perceptions of digital leadership and digital transformation. On the other hand, the negative ripple effect creators class includes employees with low perceptions of digital leadership and digital transformation. These results suggest that the transformation process does not manifest uniformly across the organization but rather follows a multilayered and dynamic structure shaped by perceptual differences. The study contributes to the literature in the direction of addressing digital leadership and transformation processes within the framework of employee-centered interactions by extending beyond managerial requirements.

Anahtar Kelimeler

Digital Transformation Leadership Digital Leadership Employee Perceptions Ripple Effect

Kaynakça

  • Adalı, M. (2023). Dijital liderliğin örgütsel yapı ve ağlarına etkisi üzerine ATO’ya kayıtlı KOBİlerde araştırma (Doktora Tezi). İstanbul Gelişim Üniversitesi.
  • Aityassine, F. L. Y., Alzoubi, A. E., & Al-Momani, A. M. (2024). The relationship between leadership agility and entrepreneurial resilience among Jordanian small and medium-sized enterprises (SMEs). A. S. Aydiner, M. M. Hasan, M. A. Rjoub, & A. M. A. Musleh Al-Sartawi (Eds.), Business analytical capabilities and artificial intelligence-enabled analytics: Applications and challenges in the digital era (Vol. 2, pp. 17–31). Springer. https://doi.org/10.1007/978-3-031-57242-5_2
  • Akay, E. (2023). Örgütlerde dijital iletişim ve sosyal media. G. G. Ekşi, & N. Apaydın (Ed.), Örgütlerde dijitalleşme (s. 223-240). Nobel Bilimsel Yayıncılık.
  • Aksu M.V. & Taslak S. (2022). Dördüncü sanayi devrimi ve küçük ve orta büyüklükteki işletmelerin (KOBİ’lerin) dijital dönüşümü, Yeni Fikir Dergisi, 14 (29), 11-23. https://doi.org/10.57205/yenifikirjournal.1211439
  • Alabi, M. (2025). Technology acceptance and resistance: Understanding employee adaptation to digital tools. https://www.researchttps://www.researchgate.net/publication/388960193_Technology_Acceptance_and_Resistance_Understanding_Employee_Adaptation_to_Digital_Tools adresinden alındı
  • Alhamdany: N., Alhamdany, M. N., & Alhamdany: N. (2025). The mediating role of artificial intelligence strategy on strategic thinking skills and digital leadership at baghdad’s general company for electrical and electronic industries. A. Mirzazadeh et al. (Eds.), Optimization and Data Science in Industrial Engineering (s. 137-153) içinde. https://doi.org/10.1007/978-3-031-81458-7_9
  • Asri, A. A., & S., D. G. (2020). Revealing the digital leadership spurs in 4.0 Industrial Revolution. International Journal of Business, Economics and Management, 3(1), 93-100. https://doi.org/10.31295/ijbem.v3n1.135.
  • Avolio, B. J., Kahai, S., & Dodge, G. E. (2000). E-Leadership: Implications for theory, research, and practice. Leadership Quarterly, 11(4), 615-668. https://doi.org/10.1016/S1048-9843(00)00062-X.
  • Băeșu, C., & Bejinaru, R. (2020). Knowledge management strategies for leadership in the digital business environment. Proceedings of the International Conference on Business Excellence, 14(1), 646–656. https://doi.org/10.2478/picbe-2020-0061
  • CEC Raporu. (2018). Management in the digital era: Report on the survey results. CEC European Managers. https://www.cec-managers.org.
  • Clemente-Almendros, J. A., Nicoara-Popescu, D., & Pastor-Sanz, A. (2024). Digital transformation in SMEs: Understanding its determinants and size heterogeneity. Technology in Society, 77, 1-11. https://doi.org/10.1016/j.techsoc.2024.102483.
  • Çorum İl Sanayi ve Teknoloji Müdürlüğü. (2023). 2023 yılı faaliyet raporu. T.C. Sanayi ve Teknoloji Bakanlığı.
  • Davenport, T. H., & Harris, J. (2017). Competing on analytics: The New Science of Winning. Harvard Business Review Press.
  • Deloitte (2023). Global Technology Leadership Study, Deloitte Insights.
  • Eberl, J. K., & Drews, P. (2021). Digital leadership -mountain or molehill? a literature review. F. Ahlemann, R. Schütte, & S. S. (Eds.) içinde, Innovation Through Information Systems (Volume III: A Collection of Latest Research on Management Issues) (s. 223-237). https://doi.org/10.1007/978-3-030-86800-0_17). Springer.
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  • Jelassi, T. (2024). Towards an internet of trust—UNESCO’s guidelines for the governance of digital platforms. G. Prastacos & N. Pouloudi (Eds.), Leading and managing in the digital era: Shaping the future of work and business education (Lecture Notes in Information Systems and Organisation, Vol. 69, pp. 3–12). Springer. https://doi.org/10.1007/978-3-031-65782-5_1
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  • Kaygısız, E. G. (2018). Dijital darwinizm’e karşı stratejik bir yol haritası. 1. Uluslararası Ekonomi ve İşletme Sempozyumu (ECONBUSS), 763-770.
  • Klein, M. (2020). Leadership characteristics in the era of digital transformation. Business and Management Studies: An International Journal 8(1), 883-902. https://doi.org/10.15295/bmij.v8i1.1441
  • Kline, R. (2011). Principles and practice of structural equation modeling (3nd bs). Guildford Press.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Lenkenhoff, K., Wilkens, U., Zheng, M., Süße, T., Kuhlenkötter, B., & Ming, X. (2018). Key challenges of digital business ecosystem development and how to cope with them, Procedia CIRP, 73, 167-172. https://doi.org/ 10.1016/j.procir.2018.04.082
  • Marino-Romero, J. A., Palos-Sa ́nchez, P. R., & Velicia-Martín, F. (2024). Evolution of digital transformation in SMEs management through a bibliometric analysis. Technological Forecasting & Social Change, 199, 1-18. https://doi.org/10.1016/j.techfore.2023.123014.
  • Mason, R. B. (2007). The external environment's effect on management and strategy: A complexity theory approach. Management Decision, 45(1), 10–28. https://doi.org/10.1108/00251740710718935
  • Mihardjo, L. W. W., Sasmoko, S., Alamsjah, F., & Djap, E. (2019). Digital Leadership Impacts on Developing Dynamic Capability and Strategic Alliance Based on Market Orientation, Polish Journal of Management Studies, 19(2), 285-297. https://doi.org/10.17512/pjms.2019.19.2.24
  • Nyungu, L. M., & Wainaina, L. (2024). Strategic management drivers and performance of level four and five private hospitals in Mombasa County, Kenya, International Academic Journal of Economics and Finance, 4(3), 121-138.
  • Oldham, G. R., & Da Silva, N. (2015). The impact of digital technology on the generation and implementation of creative ideas in the workplace. Computers in Human Behavior, 42, 5-11. http://dx.doi.org/10.1016/j.chb.2013.10.041.
  • Onan, G. (2024). Digital transformation and digital leadership in higher education institutions: Insights from the literature. International Journal of New Approaches in Social Studies, 8(2), 198–213. https://doi.org/10.38015/sbyy.1587587
  • Opland, L. E., Pappasa, I. O., Engesmoa, J., & Jaccheria, L. (2022). Employee-driven digital innovation: A systematic review and a research agenda. Journal of Business Research, 143, 255-271. https://doi.org/10.1016/j.jbusres.2022.01.038.
  • Peter, M., Kraft, C., & Lindeque, J. (2020). Strategic action fields of digital transformation an exploration of the strategic action fields of Swiss SMEs and large enterprises. Journal of Strategy and Management, 13(1), 160-180. https://doi.org/10.1108/JSMA-05-2019-0070.
  • Porck, J.P., Knippenberg, D.V., Tarakci, M., Ates ̧, N.Y., Groenen, P.J.F., & Haas, M.d. (2020), Do group and organizational identification help or hurt intergroup strategic consensus, Journal of Management, 46(2), 234-260. https://doi.org/ 10.1177/0149206318788434
  • Porfírio, J. A., Carrilho, T., Felício, J. A., & Jardim, J. (2021). Leadership characteristics and digital transformation. Journal of Business Research, 124, 610-619. https://doi.org/10.1016/j.jbusres.2020.10.058.
  • Prince, K. A. (2018). Digital leadership: transitioning into the digital age (Doctoral dissertation). James Cook University ResearchOnline. https://doi.org/10.25903/5d2bdd672c0e5.
  • Robinson, H. (2019). Why do most transformations fail- A conversation with Harry Robinson. McKinsey & Company.
  • Roese, N. J., Dakduk, S., & Uslay, C. (2024). Educating marketers for the digital future. G. Prastacos & N. Pouloudi (Eds.), Leading and managing in the digital era: Shaping the future of work and business education (Lecture Notes in Information Systems and Organisation, Vol. 69, pp. 397-412). Springer. https://doi.org/10.1007/978-3-031-65782-5_28
  • Sanayi ve Teknoloji Bakanlığı. (2023). Organize sanayi bölgeleri bilgi sistemi (OSBBS). https://osbbs.sanayi.gov.tr
  • Sağlam, M. (2021). İşletmelerde geleceğin vizyonu olarak dijital dönüşümün gerçekleştirilmesi ve dijital dönüşüm ölçeğinin Türkçe uyarlaması. İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi, 20(40), 395-420. https://doi.org/10.46928/iticusbe.764373
  • Sayyadi, M. (2024). How digital leadership is(n’t) different. MCE Quarterly, https://www.researchgate.net/publication/381742484_How_Digital_Leadership_Isn%27t_Different.
  • Schiuma, G., Schettini, E., Santarsiero, F., & Carlucci, D. (2021). The transformative leadership compass: six competencies for digital transformation entrepreneurship. International Journal of Entrepreneurial Behavior & Research, 1355-2554. https://doi.org/10.1108/IJEBR-01-2021-0087
  • Schwartz, T. (2013). The ripple effects you create. Harvard Business Review. https://hbr.org/2013/05/the-ripple-effects-you-create
  • Sekaran, U., & Bougie, R. (2016). Research methods for business: a skill-building approach. John Wiley &Sons.
  • Silva, R., Mamede, H., & Santos, V. (2024). Clarification of the present understanding of the assessment of an organization’s digital readiness in SMEs. Emerging Science Journal, 7(6), 2279-2307. https://doi.org/10.28991/ESJ-2023-07-06-025.
  • Sürücü, L., & Maslakçı, A. (2020). Validity and reliability in quantitative research. Business & Management Studies: An International Journal, 8(3), 2694-2726. https://doi.org/10.15295/bmij.v8i3.1540
  • Sürücü, L., Şeşen, H., & Maslakçı, A. (2023). Regression, mediation/moderation, and structural equation modeling with SPSS, AMOS, and PROCESS Macro. Livre de Lyon.
  • Sürücü, L., Yıkılmaz, İ., & Maşlakçı, A. (2022). Dijital liderlik: Bir ölçek uyarlama çalışması. Abant Sosyal Bilimler Dergisi, 22(3), 1038-1050. https://doi.org/10.11616/asbi.1099012.
  • Tapscott, D., Lowy, A., Ticoll, D., & Klym, N. (1998). Blueprint to the digital economy creating wealth in the era of e­business, McGraw­Hill.
  • Taşdemir, M. (2023). Endüstri 4.0 ve liderlik. E. A. N. Yelkikalan içinde, Endüstri 4.0 Olgunluk Düzeyi Belirleme Araştırması: Biga Ticaret ve Sanayi Odasına Kayıtlı İmalat İşletmeleri Üzerine Bir Uygulama (s. 23-44). Livre de Lyon.
  • Taşkın, K. (2022). Kobilerde Dijital Dönüşüm Üzerine Bilim Haritalama Analizi. Bucak İşletme Fakültesi Dergisi, 5(2), 219-232. https://doi.org/10.38057/bifd.1183061
  • Temelkova, M. (2020). Digital leadership added value in the digital smart organizations. Journal of Engineering Science and Technology Review, Special Issue on Telecommunications, Informatics, Energy and Management 2019, 252–257.
  • TÜİK. (2023). Küçük ve Orta Büyüklükteki Girişim İstatistikleri. https://data.tuik.gov.tr/Bulten/Index?p=Small-and-Medium-Sized-Enterprises-Statistics-2023-53543.
  • Ulas, D. (2019). Digital transformation process and SMEs. Procedia Computer Science, 158, 662-671. https://doi.org/10.1016/j.procs.2019.09.101
  • Vial, G. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), 118-144. https://doi.org/10.1016/j.jsis.2019.01.003
  • Volderauer, T., Raich, M., Bierscisch, A., Stummer, H., & Som, O. (2024). Strategic Responses to Employee Well-Being Issues in VUCA (Volatile, Uncertain, Complex, and Ambiguous) Conditions: Expanding the JD-R (Job Demands–Resources) Model with Job Crafting. Int. J. Environ. Res. Public Health, 22 (14), 1-19. https://doi.org/10.3390/ijerph22010014
  • Warner, K.S., & Wäger, M. (2019), Building dynamic capabilities for digital transformation: an ongoing process of strategic renewal, Long Range Planning, 52(3), 326-349. https://doi.org/10.1016/j.lrp.2018.12.001
  • Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.
  • Yao, Q., Tang, H., Liu, Y., & Boadu, F. (2024). The penetration effect of digital leadership on digital transformation: the role of digital strategy consensus and diversity types, Journal of Enterprise Information Management, 37(3), 903-927. https://doi.org/10.1108/JEIM-09-2022-0350
  • Yıkılmaz, İ., & Kör, B. (2023). Digital transformation in SMEs: A focused review of the research literature. İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 12(2), 661–679. https://doi.org/10.15869/itobiad.1267517
  • Younis, Z., & Shaaban: (2025). Investigating job satisfaction as a mediator in the relationship between digital transformational leadership and employee retention in public sector organizations, MSA-Management science journal, 4(1), 114-146. https://doi.org/10.5267/j.msl.2020.7.026
  • Zeike, S., Bradbury, K., Lindert, L., & Pfaff, H. (2019). Digital leadership skills and associations with psychological well-being. International Journal of Environmental Research and Public Health, 16(14), 2628-2641.
  • Zulkifli, A. H., Soekotjo, E., Yusuf, Samdin, Zaid, S., Saefuddin, D. T., Madjid, R., & Rommy, N. (2025). Digital strategy, digital leadership, organizational agility, and digital transformation for agricultural business sustainability: a human resource management review. Journal of Global Innovations in Agricultural Sciences 13, 273-283. https://doi.org/10.22194/JGIAS/25.1526
  • Zwingmann, I., Wegge, J., Wolf, S., Rudolf, M., Schmidt, M., & Richter, P. (2014). Is transformational leadership healthy for employees? A multilevel analysis in 16 nations. Zeitschrift für Personalforschung / German Journal of Research in Human Resource, 28(1-2), 24–51. https://doi.org/10.1177/239700221402800103.
Toplam 70 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İş Sistemleri (Diğer)
Bölüm Makaleler
Yazarlar

Nida Palabıyık 0000-0001-8567-3711

Erken Görünüm Tarihi 19 Temmuz 2025
Yayımlanma Tarihi 25 Temmuz 2025
Gönderilme Tarihi 10 Nisan 2025
Kabul Tarihi 15 Temmuz 2025
Yayımlandığı Sayı Yıl 2025 Cilt: 26 Sayı: 3

Kaynak Göster

APA Palabıyık, N. (2025). Dijital Liderin Yarattığı Dip Dalga: Dijital Dönüşüme ve Liderliğe Çalışan Perspektifinden Derinlemesine Bir Analiz. Cumhuriyet Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(3), 546-568. https://doi.org/10.37880/cumuiibf.1673176
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