Digital leadership, technology acceptance and innovative work behaviour: resilience as the psychological bridge

Purpose This study aims to examine how digital leadership (DL), technology acceptance (TA) and employee resilience jointly shape innovative work behaviour (IWB) in digitally transforming organisations. This study tests the direct effect of DL on IWB, its influence on TA, the link between TA and IWB and the mediating role of resilience between TA and IWB. Design/methodology/approach This study conducted a cross-sectional online survey of 302 employees from organisations in La Rioja (Spain). Data were analysed using partial least squares structural equation modelling. Findings DL is positively associated with IWB and significantly enhances TA. TA, in turn, is positively related to IWB. Employee resilience partially mediates the relationship between TA and IWB (Variance Accounted for - VAF ≈ 53%), indicating that resilience converts favourable technology attitudes into sustained innovative action. Originality/value The study integrates person–environment (P–E) fit and job demands–resources (JD–R) perspectives to articulate a cross-level resource pathway in which DL (contextual) fosters TA (attitudinal) and resilience (personal), together mobilising IWB. This study extends TA research by identifying resilience as the psychological mechanism linking acceptance to innovation, and this study refines P–E Fit by emphasising person–supervisor alignment as a social route through which leadership shapes technology beliefs and innovation-oriented behaviour.