Leadership-driven digital wellbeing in remote HR environments: A JD-R-based conceptual framework for enhancing employee resilience and engagement

The shift toward remote and digitally mediated work has created new challenges for employee wellbeing, especially within human resource (HR) functions that now operate in hybrid and fully remote environments. This article develops a conceptual framework linking digital wellbeing to employee outcomes by extending the Job Demands–Resources (JD-R) model to incorporate digital demands and leadership-driven resources. Drawing on theories of empowerment, self-determination, and conservation of resources, the framework positions leadership as both a buffer against digital strain and a catalyst for engagement. The model also identifies potential mediators—such as boundary control and psychological safety—and moderators, including organizational culture and technology usability, that shape the wellbeing–performance link. The paper advances HR theory by integrating digital wellbeing into established HRM frameworks, addressing an urgent gap in understanding the human implications of digital transformation. Practical implications are outlined for HR leaders designing interventions that foster resilience, digital literacy, and sustainable performance in remote work contexts. Future research directions highlight testable propositions to guide empirical investigation.