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Abstract

Purpose: This study examines associations between digital leadership and family business performance, with dynamic capability and organizational flexibility as parallel mediators.


Research Method: A cross-sectional questionnaire survey of 97 respondents from family businesses in Padang, Indonesia, was analyzed using partial least squares structural equation modeling (PLS-SEM). Purposive sampling was applied.


Results and Discussion: Digital leadership showed no statistically significant direct association with perceived family business performance. It was positively associated with both dynamic capability and organizational flexibility, which in turn were positively associated with performance. Both indirect pathways were statistically supported.


Implications: The cross-sectional, nonprobability, self-reported design limits causal and population-level inference. The findings suggest that managers should combine digital leadership with capability development and adaptable organizational processes.


Originality: The study examines two parallel organizational pathways within a single model of family businesses in Padang.

Keywords

digital leadership dynamic capability organizational flexibility family business performance family firms

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This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Marthaher, N. A., Rivai, H. A. ., & Rahman, H. (2026). Digital Leadership and Family Business Performance: Mediating Roles of Dynamic Capability and Organizational Flexibility. Advances in Business & Industrial Marketing Research, 4(3), 383–399. https://doi.org/10.60079/abim.v4i3.1062
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