Identifying and Stratifying Factors Influencing Digital Leadership in Higher Education Systems Using Interpretive Structural Modeling (ISM)

Subject Areas : Human resource management

Elham Ghobadi ¹ , Mohammad Naghi Imani ² , friba hanifi ³

1 - PhD Student, Department of Educational Management, Islamic Azad University, Damavand Branch, Iran
2 - Associate Professor, Department of Educational Management, Faculty of Educational Sciences and Counseling, Islamic Azad University, Roudehen Branch, Iran. (Corresponding Author)
3 - Associate Professor, Department of Educational Management, Faculty of Educational Sciences and Management, Roudehen Azad University, Tehran, Iran.

Received: 2025-08-04 Accepted : 2025-09-15 Published : 2025-10-15

Keywords: Digital Leadership, Higher Education, Interpretive Structural Modeling (ISM), Digital Transformation ,

Abstract :

 This study aims to identify and stratify the factors influencing digital leadership in higher education systems. The research adopts a mixed-methods approach, consisting of qualitative and quantitative phases. In the qualitative phase, content analysis of semi-structured interviews with 15 academic experts was conducted to extract the key components of digital leadership. In the quantitative phase, interpretive structural modeling (ISM) and MICMAC analysis were employed to stratify the identified factors and determine their interrelationships.  The results revealed that the factors influencing digital leadership can be categorized into 10 main components: vision and strategy, digital culture, digital security, digital communication, digital structure, digital economy, digital intelligence, digital literacy, digital leadership competencies, and stakeholder engagement. These factors were classified into four levels: independent variables (vision and strategy), linkage variables (digital culture and stakeholder engagement), dependent variables (digital economy, digital intelligence, digital literacy, and competencies), and foundational variables (digital security and communication). The MICMAC analysis further confirmed the mutual influence of these factors.  This study demonstrates that the success of digital leadership in higher education requires simultaneous attention to various factors at different levels. The findings can assist policymakers and educational administrators in designing localized models for digital leadership.

References:

 جلالی، پریسا و سلیمی، مهتاب و نینوائی، مژگان و ایران نژاد، پریسا (1403). اعتبارسنجی الگوی رهبری تحول دیجیتال در آموزش دانشگاه علوم پزشکی البرز،https://civilica.com/doc/2056600
 رحمانی تبار، زهرا، خورشیدی، عباس ، عراقیه، علیرضا ، برزگر، نادر و فقیه آرام، بتول . (1403). شناسایی مولفه های سازنده رهبری دیجیتال برای مدیران دانشگاه آزاد اسلامی. مجله توسعه آموزش جندی شاپور اهواز،.285-271، (3)15.
 رحمتی کرهرودی، سارا، شمس مورکانی، غلامرضا، شامی زنجانی، مهدی، و ابوالقاسمی، محمود. (1400). ارائه چارچوبی برای تبیین شایستگی های رهبران دیجیتال با روش فراترکیب. پژوهش های مدیریت منابع انسانی، 13(1 (پیاپی 43) )، 9-42.
 غیرتمند، مهدی و جلالی، عبدالعلی . (1403). شناسایی شایستگی‌های رهبران در محیط تحول دیجیتالی. مطالعات منابع انسانی. 81-56، (2)14
 محمد عزیر، عبدالله، دوستار، محمد، اکبری، محسن و یاکیده، کیخسرو . (1403). چارچوب مفهومی تحول دیجیتال مبتنی بر رهبری الکترونیک در نظام آموزش عالی (مطالعه اقلیم کردستان عراق). مطالعات منابع انسانی. 117-88،(3)14.
 نوری، مژگان، شاه حسینی، محمدعلی، شامی زنجانی، مهدی، و عابدین، بابک. (1398). طراحی چارچوب مفهومی رهبری تحول دیجیتال در سازمان های ایرانی. مدیریت و برنامه ریزی در نظام های آموزشی، 12(2 (پیاپی 23) )، 211-241.
 Adriantoni, A., Vesuden, M., & Herawan, E. (2024). The Influence of Digital Leadership in Higher Education in Improving Academic Services. Al-Tanzim: Jurnal Manajemen Pendidikan Islam, 8(4), 1208-1222.
 Alenezi, M. (2021). Deep dive into digital transformation in higher education institutions. Education Sciences, 11(12), 770.
 Anwar, S., & Saraih, U. N. (2024). Digital leadership in the digital era of education: enhancing knowledge sharing and emotional intelligence. International Journal of Educational Management, 38(6), 1581-1611.
 Edwards, L., Martin, L., & Henderson, T. (2018, October). Employee surveillance: The road to surveillance is paved with good intentions. In Amsterdam Privacy Conference.
 George, B., & Wooden, O. (2023). Managing the strategic transformation of higher education through artificial intelligence. Administrative Sciences, 13(9), 196.
 Gkrimpizi, T., Peristeras, V., & Magnisalis, I. (2023). Classification of barriers to digital transformation in higher education institutions: Systematic literature review. Education Sciences, 13(7), 746.
 Graham, C. R., Woodfield, W., & Harrison, J. B. (2013). A framework for institutional adoption and implementation of blended learning in higher education. The internet and higher education, 18, 4-14.
 Habeeb, Y. O., & Eyupoglu, S. Z. (2024). Strategic planning, transformational leadership and organization performance: driving forces for sustainability in higher education in Nigeria. Sustainability, 16(11), 4348.
 Jameson, J., Rumyantseva, N., Cai, M., Markowski, M., Essex, R., & McNay, I. (2022). A systematic review and framework for digital leadership research maturity in higher education. Computers and Education Open, 3, 100115.
 Kaputa, V., Loučanová, E., & Tejerina-Gaite, F. A. (2022). Digital transformation in higher education institutions as a driver of social oriented innovations. Social innovation in higher education, 61, 81-85.
 Kholiavko, N., Popelo, O., Melnychenko, A., Derhaliuk, M., & Grynevych, L. (2022). The role of higher education in the digital economy development. Revista Tempos E Espaços Em Educação, 15(34), 3.
 Khurniawan, A. W., & Irmawaty, D. S. (2024). The impact of digital leadership on digital transformation in university organizations: an analysis of students' views. Education, 67(1), 677-690.
 Launer, M., Çetin, F., & Paliszkiewicz, J. (2022, March). Digital trust in the workplace: Testing a new instrument on a multicultural sample. In Forum Scientiae Oeconomia (Vol. 10, No. 1, pp. 30-47).
 Laurillard, D. (2008). Digital technologies and their role in achieving our ambitions for education. Institute of Education, University of London.
 Leal Filho, W., Eustachio, J. H. P. P., Caldana, A. C. F., Will, M., Lange Salvia, A., Rampasso, I. S., ... & Kovaleva, M. (2020). Sustainability leadership in higher education institutions: An overview of challenges. Sustainability, 12(9), 3761.
 LeBlanc, P. J. (2018). Higher education in a VUCA world. Change: The Magazine of Higher Learning, 50(3-4), 23-26.
 Mardiana, H. (2024). Perceived impact of lecturers’ digital literacy skills in higher education institutions. SAGE Open, 14(3), 21582440241256937.
 Mehaffy, G. L. (2012). Challenge and change. Educause Review, 47(5), 25-26.
 Mohamed Hashim, M. A., Tlemsani, I., & Matthews, R. (2022). Higher education strategy in digital transformation. Education and Information Technologies, 27(3), 3171-3195.
 Msila, V. (2022). Higher education leadership in a time of digital technologies: A South African case study. International Journal of Information and Education Technology, 12(10), 1110-1117.
 Muslim, A., & Setyono, L. (2024). Exploring the Nexus of Digital Leadership and Digital Literacy on Higher Education Performance: The Role of Digital Innovation. European Journal of Educational Research, 13(1).
 Paganelli, A., & Cangemi, J. E. D. (2019). Effects of aging faculty. Education, 139(3), 151-157.
 Powell, W. W., & DiMaggio, P. J. (Eds.). (2012). The new institutionalism in organizational analysis. University of Chicago press.
 Pranata, S. P. (2024). Digital literacy, skills, and security: Impact on digital leadership in higher education. Al-Tanzim: Jurnal Manajemen Pendidikan Islam, 8(3), 775-791.
 Selwyn, N. (2021). The human labour of school data: Exploring the production of digital data in schools. Oxford Review of Education, 47(3), 353-368.
 Sneader, K., & Singhal, S. (2021). The next normal arrives: Trends that will define 2021--and beyond. New York, NY: McKinsey.
 Stewart, B., Khare, A., & Schatz, R. (2016). Volatility, uncertainty, complexity and ambiguity in higher education. Managing in a VUCA world, 241-250.
 Zeleza, P. T., & Okanda, P. M. (2021). Enhancing the digital transformation of African universities. Journal of Higher Education in Africa/Revue de l'enseignement supérieur en Afrique, 19(1), 1-28.