Abstract

In order to improve their use of digital resources and maximize their potential for return on investment, several sectors are concentrating on developing better digital strategies. Companies must invest in digital reinventions in order to design their business processes for survival in a competitive market. The advancement of an organization’s digital culture depends on its leaders, who have a significant impact on that culture, a novel idea that is currently essential to the industrial setting. However, there are no prior studies that address the focus and particular expertise needed for e-leadership employed in multinational corporations (MNCs) in Northern Malaysia. In order to better understand how e-leadership impacts digital strategies, this study will focus on six distinct e-leadership skills, e-communication, e-change, e-social, e-team, e-tech, and e-trust and their impact on digital strategies.

This study uses a quantitative survey methodology. Two hundred fifty-one employees of multinational companies in Northern Malaysia were surveyed to obtain data. Using SmartPLS 3, structural equation modeling-partial least squares (SEM-PLS) was used to evaluate the data. The results demonstrated that digital strategies are positively and significantly impacted by e-communication, e-change management, and e-trustworthiness skills, while e-social, e-team building skills, and e-technological skills have no impact on digital strategies. In terms of e-leadership and digital strategies, this work makes both theoretical and practical contributions. This study improves knowledge of e-leadership skills that have an impact on digital strategies that are constrained by MNC’s cultural norms. Additionally, it offers crucial details to managers, leaders, and superiors of company entities as well as prospective researchers to help them understand how these e-leadership talents can boost productivity and improve the performance of projects for Malaysian manufacturing companies.