The Mediating Role of Collective Efficacy in the Relationship between Digital Transformational Leadership and Organizational Resilience in Saudi Arabia ICT Sector

Abstract

This study explores the mediating role of collective efficacy in the relationship between digital transformational leadership and organizational resilience within the Saudi Arabian ICT sector. In the context of ongoing digital transformation aligned with Saudi Vision 2030, understanding how leadership influences resilience through psychological mechanisms such as team confidence and collective belief has become increasingly vital. A quantitative, cross-sectional research design was employed, and data were collected from 364 employees across ICT organizations engaged in digital transformation initiatives. The proposed relationships were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess both direct and indirect effects among the study variables. The results revealed that digital transformational leadership significantly enhances collective efficacy and organizational resilience, while collective efficacy also exerts a strong direct effect on resilience and mediates the relationship between leadership and resilience. This indicates that digital leaders contribute to organizational adaptability not only through strategic direction and technological advancement but also by cultivating a shared belief in team capabilities and fostering collaboration and trust among employees. The study provides theoretical and practical insights into how digital-era leadership can strengthen organizational resilience through social and psychological empowerment. These findings contribute to leadership, organizational behavior, and digital transformation literature by highlighting collective efficacy as a key mechanism linking digital leadership practices to sustained organizational performance, innovation, and resilience in the rapidly evolving Saudi ICT environment.