<![CDATA[This study explores the complex influence of Digital Leadership on Creativity, Innovation, and Organizational Performance within the industrial sector. Investigating 191 middle-level managers via Covariance-Based Structural Equation Modeling (CB-SEM), this research uncovers the mechanism underlying technology-driven management. The empirical results indicate that Digital Leadership significantly enhances employee Creativity, which subsequently exerts a powerful, positive influence on organizational Innovation. However, an intriguing paradox emerges as Digital Leadership demonstrates no direct significant effect on Organizational Performance. Instead, Corporate Innovation plays a crucial mediating role, acting as the primary engine that directly and positively affects overall Organizational Performance. Grounded in the Resource-Based View (RBV) and Dynamic Capabilities Theory, these findings reveal that digital vision and leadership are latent assets that require internal reconfiguration. In the realm of industrial management, especially within high power distance cultures like Indonesia, leaders cannot rely solely on technological adoption to boost financial metrics. Instead, they must act as cultural architects who foster individual creativity and structural psychological safety. Ultimately, these strategic outcomes offer valuable insights for industrial management, emphasizing that Digital Leadership must be translated sequentially through creativity and fungsional innovation to achieve sustainable competitiveness and organizational excellence. Industry leaders can leverage these practical implications to formulate management strategies centered on cultivating adaptive digital leadership, allowing them to transform rigid hierarchies and consistently outperform competitors in a dynamic market.]]>
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