Sustainable Digital Leadership: Relations with Organizational Ambidexterity and Strategic Decision-Making in Middle School Educational Leaders

Despite the growing importance of digital leadership in educational institutions, there remains limited empirical understanding of how digital leadership contributes to organizational ambidexterity and supports strategic decision-making. The lack of integration between these constructs may lead educational leaders to adopt technologies reactively rather than strategically, thereby reducing the effectiveness of decision-making processes. This study investigated the relationships between sustainable digital leadership, organizational ambidexterity, and strategic decision-making regarding educational leaders, from the perspectives of teachers. A descriptive correlational research design was used to identify and analyze the relationships between the variables under investigation. A sample consisting of 363 in-service teachers aged between 23 and 47 years (Mean = 26.95 years, SD = 4.624) participated in the study. Participants completed a questionnaire focusing on the three variables: Digital Leadership, Organizational Ambidexterity, and Strategic Decision-Making. SPSS and JASP statistical packages were utilized in analyzing the data. The findings revealed positive and significant correlations at the significance level of 0.01 between sustainable digital leadership (and organizational ambidexterity. Additionally, the study found positive and significant correlations at the significance level of 0.01 between sustainable digital leadership and strategic decision-making (including cognitive diversity and cognitive complexity). The study highlighted the significance of integrating digital tools and sustainability principles in school leadership development to enhance organizational ambidexterity and strategic decision-making in the digital age.