Digital Leadership and Employee Engagement: The Mediating Role of Job Crafting

Dimas Firmansyah; Rima Rahmayanti

doi:10.61987/jemr.v5i5.3213

Authors

Dimas Firmansyah Universitas Widyatama, Indonesia
Rima Rahmayanti Universitas Widyatama, Indonesia

DOI:

https://doi.org/10.61987/jemr.v5i5.3213

Keywords:

Digital Leadership, Job Crafting, Employee Engagement, Job Demands–Resources Model, Digital Transformation

Abstract

Digital transformation has changed organizational work processes and increased the need for leadership approaches that can maintain employee engagement while encouraging proactive work behaviors. Digital leadership and job crafting are therefore important factors in helping employees adapt to technological change and sustain their involvement in work. This study aims to examine the effects of digital leadership on employee engagement and job crafting, as well as the mediating role of job crafting in the relationship between digital leadership and employee engagement. A quantitative explanatory design was employed, involving 70 employees selected through simple random sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS. The results indicate that digital leadership positively and significantly affects employee engagement (β = 0.483) and job crafting (β = 0.716), while job crafting positively and significantly affects employee engagement (β = 0.394). Job crafting also partially mediates the relationship between digital leadership and employee engagement, with an indirect effect of 0.282. These findings extend the application of the Job Demands–Resources model by demonstrating the direct and indirect pathways through which leadership resources foster engagement. Practically, organizations should strengthen digital leadership competencies, encourage job crafting, and create meaningful work experiences to sustain employee engagement during digital transformation.

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