How leadership and digital capability drive operational performance in railway supply chains: the mediating role of agility

Purpose This study examines how leadership and digital capability influence supply chain agility and operational performance within railway supply chains in North America, with a focus on both direct and indirect pathways. Design/methodology/approach A quantitative research design was employed using survey data collected from 214 organizations operating within railway-centered supply chain networks across Canada, the United States and Mexico. The proposed model was tested using partial least squares structural equation modeling (PLS-SEM). Findings The results indicate that leadership plays a dual role in railway supply chain networks by directly enhancing supply chain agility and indirectly influencing agility through digital capability. Digital capability significantly improves both operational agility and performance within railway supply chain networks, while supply chain agility partially mediates the relationship between digital capability and performance. Practical implications The findings suggest that railway organizations should align leadership, digital investments and agile operational processes to improve responsiveness, coordination and operational performance in infrastructure-intensive environments. Originality/value This study extends existing literature by integrating leadership into capability-based models and demonstrating its direct and indirect influence on agility and performance in railway supply chains. This study highlights how performance in railway systems depends on the alignment of leadership, digital capability and agility within structurally constrained operational environments.