Transformational Leadership and Perceived Digital HRM Transformation Success in Palestinian Universities: A Moderated Mediation Model

Abstract

This study investigates the relationship between transformational leadership and employees' perceived success in digital transformation within human resource management at Palestinian universities, examining perceived organizational readiness for change as a mediating variable and perceived organizational digital culture as a moderating variable. Using a cross-sectional survey (pilot n=42, final sample n=418 valid responses) evaluated via PLS-SEM, results showed a positive correlation between transformational leadership and perceived organizational readiness for change, which was in turn positively correlated with perceived success in digital HRM transformation, indicating partial mediation. Perceived organizational digital culture also strengthened the relationship between transformational leadership and perceived organizational readiness for change.