Developing and Assessing a Digital Leadership Training Program for Mid-Level Managers

Thesis Abstract

The rapid acceleration of digital transformation across industries has underscored the critical need for effective digital leadership among mid-level managers, who serve as pivotal links between strategic directives and operational implementation. Despite the increasing recognition of digital leadership as a core competency, there exists a notable gap in structured training programs tailored specifically for this managerial cohort, often leading to suboptimal adaptation to technological changes and digital innovations. This study aims to develop, implement, and evaluate a comprehensive digital leadership training program designed for mid-level managers within manufacturing firms in the metropolitan region. The specific objectives are to identify key digital leadership competencies required in current organizational contexts, design a curriculum aligned with established leadership theories such as Transformational Leadership and Digital Leadership Skills Framework, and assess the program's effectiveness in enhancing participants’ digital leadership capabilities. Employing a mixed-methods research design, the study combines qualitative exploratory methods with quantitative evaluation. The population comprises 250 mid-level managers from five manufacturing organizations, with a stratified random sampling technique selecting 100 participants for the training intervention and 50 as control subjects. Data collection instruments include pre- and post-training questionnaires measuring digital leadership competencies, structured interviews to gather qualitative insights on participants’ perceptions, and organizational performance metrics to assess broader impacts. The questionnaire items are validated through content validity and tested for reliability using Cronbach's alpha, ensuring internal consistency. Quantitative data will be analyzed using SPSS, employing paired sample t-tests and repeated measures ANOVA to compare pre- and post-intervention scores, while thematic analysis will be applied to interview transcripts to identify emergent themes regarding program efficacy and participant experiences. The study further applies regression analysis to investigate the relationship between enhanced digital leadership skills and organizational performance indicators. Preliminary expectations suggest that participants who undergo the tailored training program will demonstrate statistically significant improvements in digital leadership competencies compared to control groups. The findings are expected to reveal specific areas of strength and gaps in existing digital leadership skills, providing empirical evidence for the effectiveness of the designed intervention. The results are anticipated to affirm the importance of integrating theoretical frameworks, such as Transformational Leadership and Digital Leadership Skills Framework, into practical training modules, thereby aligning leadership development with contemporary digital demands. By contributing new insights into effective digital leadership training methodologies, the study aims to fill a notable gap in existing literature and offer actionable recommendations for practitioners and organizations seeking to enhance managerial digital competence. This study’s primary contribution to knowledge lies in the empirical validation of a structured training model tailored for mid-level managers, extending beyond traditional leadership development programs by embedding digital skill acquisition in leadership practices. It also advances understanding of how targeted pedagogical approaches influence digital leadership capabilities and organizational outcomes. The main conclusion underscores that a well-designed, theory-informed digital leadership training program can significantly improve managerial digital competencies and positively affect organizational agility and innovation capacity. Based on these findings, the study recommends the systematic integration of such programs into organizational training budgets, ongoing professional development plans, and leadership succession strategies. Future research directions include longitudinal studies to examine the sustained impact of digital leadership development and explorations into sector-specific adaptation of the training model.