Driving sustainable competitive advantage in banking: The role of transformational leadership and digital transformation in organizational agility and corporate resiliency

Abstract

Abstract Objectives Continuous adaptation and innovation are critical for sustaining a competitive edge in the dynamic and technology‐driven banking sector. This study explores the impacts of transformational leadership and digital transformation on organizational agility and corporate resiliency, and how these factors contribute to sustainable competitive advantage in the banking sector. Methodology A quantitative approach utilizing a survey method was implemented for the research, which included a sample of 185 units comprising the head office, branch offices, and sub‐branch offices of Regional Banks in Indonesia. Data analysis was conducted using PLS‐SEM with second‐order constructs. Findings The results reveal that transformational leadership significantly enhances organizational agility but does not significantly impact corporate resiliency or sustainable competitive advantage. Digital transformation significantly improves both organizational agility and corporate resiliency, yet its effect on sustainable competitive advantage is insignificant. Moreover, organizational agility significantly influences both corporate resiliency and sustainable competitive advantage. Additionally, corporate resiliency makes a significant contribution to sustainable competitive advantage. Conclusion The study underscores the critical role of transformational leadership and digital transformation in enhancing organizational agility and resiliency. These elements are pivotal in sustaining competitive advantages in the rapidly evolving banking industry. Implications This research underscores the strategic importance of banks investing in leadership development and digital initiatives to enhance organizational agility and corporate resiliency, which are crucial for maintaining a sustainable competitive advantage.