<![CDATA[This study examines the relationship between digital leadership and strategic agility by identifying the underlying managerial mechanisms and contextual boundary conditions. We conducted a systematic literature review (SLR) following the PRISMA 2020 reporting guidelines, integrating thematic synthesis and keyword co-occurrence analysis. The review analyzed 45 peer-reviewed articles published between 2010 and 2024, retrieved from Scopus, Web of Science, and Google Scholar. The findings identify four interconnected mechanisms linking digital leadership with strategic agility: technology adoption orientation, ambidextrous organizational learning, collaborative digital culture, and real-time data-driven decision-making, with the latter receiving the strongest literature support. Three contextual boundary conditions also emerged: organizational size, institutional environment, and industrial digitalization intensity. The study concludes that strategic agility is not an automatic consequence of digital investment but develops through leadership-driven managerial processes shaped by organizational and environmental conditions. Theoretically, this review integrates Dynamic Capabilities Theory and Upper Echelons Theory into a conceptual framework comprising six propositions. Practically, it encourages managers to align digital strategies with organizational learning, collaboration, resource coordination, and evidence-based decision-making to strengthen organizational adaptability.]]>
