The general objective of the study: Determining the effect of the dimensions of digital leadership on strategic improvisation at El Araby Group Company. The dimensions of digital leadership were represented by innovation and support. The dimensions of strategic improvisation were represented by strategic vigilance, strategic agility, minimal structures, resource employment (bricolage), and organizational memory.

Digital transformation has become an imperative necessity for the work of organizations, and this calls upon organizations to apply modern methods in management to adapt quickly to customer requirements and technological changes. This transformation is linked to the need for leaders to change and develop their digital skills so that they have an awareness of future challenges and proactivity in interacting with changes such as: determining a clear vision, working better, enabling business agility, insufficient time and money, and finding flexible technologies. Therefore, organizational leaders must have digital leadership skills and strategic improvisation requirements so that they can adapt to the external and internal environment and generate added value for the organization.

It became clear from previous studies that dealt with the study variables, that there is a research gap represented by the absence of previous studies that addressed the current study variables and linked them together: the dimensions of digital leadership as an independent variable and strategic improvisation as a dependent variable. Therefore, the researcher conducted an exploratory study on a convenient sample of 30 individuals from employees in the sector under study bearing all the characteristics of the field study, the aim of which was to formulate the research problem, determine the study variables, determine the objectives and hypotheses of the study, and identify the effect of digital leadership as an independent variable on strategic improvisation as a dependent variable.

The exploratory study resulted in the sample responding with varying percentages in agreement with the questions related to the dimensions of digital leadership: 30% for the innovation dimension, 25% for the support dimension. Meanwhile, the sample responded in agreement with the questions related to strategic improvisation with percentages of 40% for the strategic vigilance dimension, 25% for strategic agility, 30% for minimal structures, 25% for resource employment (bricolage), and 25% for organizational memory.

Hence, the research problem lies in the main question: What is the effect of digital leadership on strategic improvisation at El Araby Group Company? Through this main question, the following sub-questions can be formulated:

The current study is based on two variables:

Figure 1 illustrates the study variables model and the relationship between them.

The researcher relied on the descriptive analytical approach when conducting this study. This approach is based on combining theoretical study (through collecting scientific material related to variables from Arabic and foreign books, references, previous research and studies, scientific theses, and the Internet), and field study (by using a directed questionnaire for the sample individuals in addition to personal interviews, to collect data on the study variables).

Questionnaire Design: As follows:

First Section: Demographic data.

Second Section: Includes study variables as follows:

Digital Leadership: It was measured by relying on Klein's (2020) scale consisting of (9) statements related to two dimensions as follows: The first dimension: Innovation measured by (6) statements including: I usually use digital technology to keep up with knowledge development. The second dimension: Support measured by (3) statements including: I usually use digital technology to help myself monitor the development of knowledge.

Strategic Improvisation: Relying on Al-Bashqaly's (2021) scale consisting of (28) statements related to five dimensions as follows: The first dimension: Strategic Vigilance measured by (6) statements including: I usually use digital technology to keep up with knowledge development. The second dimension: Strategic Agility measured by (5) statements including: I usually use digital technology to help myself monitor the development of knowledge. The third dimension: Minimal Structures measured by (6) statements including: I usually use digital technology to cooperate with others for knowledge. The fourth dimension: Resource Employment (Bricolage) measured by (5) statements including: I usually use digital technology to help myself monitor the development of knowledge. The fifth dimension: Organizational Memory measured by (6) statements including: I usually use digital technology to cooperate with others for knowledge.

The arithmetic means and standard deviations were calculated for the dimensions of digital leadership and strategic improvisation, as shown in Table 8.

The results of Table 8 show the extent to which the dimensions of digital leadership and the dimensions of strategic improvisation are available in the sector under study. The standard deviation values indicate the concentration of responses and their lack of dispersion, which can be attributed to the clarity of the concept of digital leadership and strategic improvisation or the respondents' expression of their opinion.

The absence of multicollinearity problems that could affect the accuracy of results was verified. This was done through the variance inflation factor (VIF) test, as shown in Table 9.

It is clear from Table 9 that all variance inflation factors (VIF) are less than (3), which means that the correlation relationship between the independent dimensions does not negatively affect the regression model. Therefore, there is no multicollinearity problem. The researcher also calculated the residuals from the regression model and found that they follow the normal distribution curve and are distributed around the regression line, and therefore the data has a homogeneous structure.

The results of hypothesis analysis showed moderate and moderate perception of the study population of the dimensions of digital leadership, and that digital leadership is significantly affected by two dimensions of strategic improvisation, namely strategic vigilance and minimal structures, and is partially affected by both strategic agility and organizational memory, and is not significantly affected by resource employment (bricolage). And that strategic improvisation is partially affected by the two dimensions of digital leadership, namely innovation and support. This result is consistent with the study of Matt et al. (2015) that leader behavior can be classified as a primary factor towards new technology and the role of information technology in organizations in terms of exploiting modern technology that means creating value where the change structure is fundamentally linked to the structure of products and processes to provide new technology as an investment that includes financial resources to achieve strategic improvisation.

It is also consistent with the study of Weill and Woerner (2015) that organizations may fail to adapt to evolving business models due to managers who are not recognized or keeping up with technological opportunities, and this is consistent with Sanchez's (2017) study that environmental conditions and organizational dynamics are an important part of assessing readiness for digital transformation in terms of resources and capabilities of the organization followed by opportunities, talents, cooperation culture, and accumulated knowledge. As many studies confirmed, including: (Al-Obaid and Almaweri, 2026; Peters and Romero, 2019; Jin et al., 2019, etc.) which focused on the fact that digital leadership can contribute to improving performance, motivation, and increasing knowledge.

It is also consistent with Bakar et al. (2014) study and Ahmad et al. (2015) study that there is a positive effect of strategic improvisation on improving organizational performance and improving functional work practices, as well as Yu et al. (2021) study that strategic improvisation positively affects competitive advantage through organizational memory partially, and differs from Hughes et al. (2020) study that there is a positive effect of strategic improvisation on achieving survival, continuity, and adaptation of organizations through proper resource employment.

As the structural model of the study showed, there is a significant effect of the dimensions of digital leadership on strategic improvisation, and there is an opportunity for innovation and creativity at all levels in the organizational structure, and this is consistent with other studies including: (Zhu and He, 2017; He et al., 2018, etc.) which addressed the significant relationship between digital competence and digital leadership, as this is linked to efficiency in the ability to use digital technology.

In light of the applied study results, the researcher formulated a set of recommendations for leaders in the sectors under study, seeking to improve aspects of deficiency: