From Vision to Execution: A Qualitative Study of Digital Leadership in Marketing Transformation
Abstract
This study explores the role of digital leadership in bridging the gap between strategic vision and operational execution within marketing transformation initiatives. While digital transformation has become a strategic imperative, many organizations struggle to translate visionary aspirations into effective marketing practices. Adopting a qualitative research design grounded in an interpretivist paradigm, this study investigates how digital leaders enact sensemaking, mobilize organizational actors, and navigate governance structures in digitally transforming marketing functions. Data were collected through in-depth semi-structured interviews with senior leaders, marketing executives, and middle managers across organizations actively engaged in digital marketing transformation, complemented by document analysis. The findings reveal that effective digital leadership extends beyond articulating a compelling digital vision; it involves continuous sensemaking, adaptive decision-making, and sustained engagement throughout execution. Leadership practices that integrate capability building, cultural alignment, and flexible governance frameworks were found to be critical enablers of successful marketing transformation. Conversely, misaligned governance structures, cultural resistance, and limited digital competencies emerged as persistent barriers. The study contributes to digital leadership theory by emphasizing execution as a core leadership process rather than a downstream outcome. Practically, the findings highlight the need for leaders to remain actively involved in translating vision into everyday marketing practices. From a policy perspective, the study underscores the importance of governance frameworks that balance innovation, accountability, and ethical considerations in digital marketing transformation.
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