Tansian University Journal of Arts, Management & Social Sciences

This study examined how digital communication technologies are leveraged to enhance leadership communication, identify challenges hindering effective technology-mediated interaction, and determine the impact on organizational performance and employee engagement. Anchored on the Technology Acceptance Model and Transformational Leadership Theory, the study employed a descriptive cross-sectional survey design with a quantitative approach, targeting 152 leaders and managerial staff purposively and stratified sampled from a population of 250 across public and private organizations in Delta State. Data were collected using a structured Likert-scale questionnaire, validated by experts and pilot-tested (Cronbach’s alpha = 0.86), and analyzed using descriptive statistics, with mean scores of 3.0 and above interpreted as agreement. Findings revealed substantial adoption of emails, instant messaging, mobile applications, and video conferencing in leadership practices, with weighted means ranging from 3.35 to 3.62 and agreement levels of 66.1%–80.4%, while challenges included poor digital infrastructure, limited digital literacy, insufficient training, resistance to change, and weak policy support (WM = 3.19–3.37). Technology-enabled leadership communication was found to enhance clarity, coordination, trust, employee engagement, and performance (WM = 3.49–3.58; agreement 71.4%–77.7%). The study concluded that leveraging technology for leadership communication is no longer optional but essential, with effectiveness contingent on strategic intent, institutional discipline, and leadership competence. Recommendations included institutionalizing digital capacity-building programs, investing in reliable infrastructure and supportive policies, and combining technology with participatory and trust-building communication practices to maximize organizational outcomes.

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