Digital Leadership and Employee Engagement in Technology-Based Organizations: A Qualitative Case Study of Gojek

Abstract

Digital transformation has reshaped the dynamics of technology-based organizations, particularly in the areas of leadership and employee engagement, which play a crucial role in sustaining performance and organizational continuity. This study aims to examine in depth how digital leadership contributes to building and strengthening employee engagement within a digital organizational context, using Gojek as a case study. The research adopts a qualitative approach with a case study design, where data were collected through in-depth interviews, observations of digital work practices, and documentation analysis, and then processed using thematic analysis through stages of data reduction, coding, categorization, and theme identification. The findings indicate that digital leadership plays a critical role in enhancing employee engagement through the optimization of digital communication, individual empowerment, and the development of an innovative and adaptive work culture. Employee engagement is formed through a complex interaction of emotional, cognitive, and behavioral factors influenced by the quality of relationships between leaders and employees, organizational support, and individual readiness to adapt to technological transformation. This study provides a significant contribution to the academic discourse on digital leadership and employee engagement through a contextual case study approach, while also offering practical implications for organizations in designing effective leadership strategies to enhance employee engagement in the digital era.