Abstract—This paper examines predictors and outcomes of digital leadership in Singapore’s IT and financial technology (fintech) sectors. Drawing on Hill’s Team Leadership Model, the study identifies three predictors—leader well-being, digital technology usage, and knowledge sharing—and two outcomes: employee branding and innovation. A quantitative survey of 388 remote and hybrid employees was conducted, analyzed using Structural Equation Modeling (SEM). Results confirm that leader well-being, technology adoption, and knowledge sharing significantly predict digital leadership effectiveness, which in turn enhances employee branding and innovation performance. The study contributes to the academic validation of digital leadership constructs and provides practical implications for organizations seeking to strengthen leadership capabilities in a digital era.

 

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