Abstract:
Digital transformation in the banking sector has become a necessity in the Industrial
digital era. The Sri Lankan economy will be more established if banks can take the
benefit of information technology advancement in their business processes. This
research aims to test the role of agile leadership and organizational digital culture in
improving digital transformation in the banking sector in Kilinochchi District. ln this
study, simple random sampling wad used to select the required number of respondents
from selected banks for the sample. For this study purpose data were collected from
137 managerial and executive level employees who are working in the selected banks
in Kilinochchi District.
This quantitative study employed with a structured questionnaire to collect data on
workforce transformation, dynamic capability, organizational digital culture, agile
leadership and digital transformation. The collected data was analysed using
descriptive and inferential statistics to identify the role of agile leadership and
organizational digital culture in improving digital transformation. The key findings of
this study revealed that based on the first objective workforce transformation, dynamic
capability, organizational digital culture, digital transformation and agile leadership
variables have a high level of contribution.
The second objective has been found that there is a high positive relationship between
(1) workforce transformation and organizational digital culture (2) dynamic capability
and organizational digital culture and (3) organizational digital culture and digital
transformation. Finally, the combined effect of agile leadership and organizational
digital culture significantly predicts digital transformation, rather than each variable
alone which is supporting the third objective of this study. Therefore, the findings of
this research make a significant contribution to the existing literature by addressing
the role of agile leadership and organizational digital culture in digital transformation
within the banking sector.
While previous studies have explored these variables in isolation, this research
uniquely demonstrates that their interaction is a critical predictor of successful digital
transformation. Overall, the study will help to enhance my understanding of the role
of agile leadership and organizational digital culture in improving digital
transformation in the banking sector in Kilinochchi district of Sri Lanka.
The
results of this study will have important implications for the development of
effective leadership practices in the banking sector in the Kilinochchi district and
potentially in other regions as well.
