Abstract
Grounded in the Job Demands–Resources (JD-R) framework, this research proposes and empirically examines a moderated mediation model to clarify how digital leadership shapes employees’ innovation outcomes. The study explores the mediating role of work engagement and the boundary role of psychological safety within this mechanism. Using survey data from 349 full-time employees working in various Chinese enterprises, structural equation modeling and moderated mediation analyses were applied to test the proposed relationships. The results indicate that digital leadership has a direct positive impact on employees’ innovative performance, while also indirectly enhancing it through increased work engagement. Furthermore, psychological safety strengthens the link between digital leadership and work engagement, thereby magnifying its indirect effect on innovation. From the lens of intrinsic motivation, the present research deepens the understanding of how high-quality leadership contributes to innovation and offers actionable insights for organizations navigating digital transformation.
Main Subjects
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