Transformational Leadership as A Catalyst for Digital Transformation in Nigerian NGOs: A Case-Based Perspective

There is high pressure on nonprofit organizations to adopt digital technologies which have intensified the need for effective leadership models capable of guiding strategic transformation in resource-limited environments. This study critically investigates the impact of transformational leadership on digital transformation processes in Nigerian non- governmental organizations (NGOs). Leveraging on a qualitative case study approach, primary data was collected using semi-structured interviews with two executive leaders from Almurad Charity Foundation and Lola Carter for the Needy Foundation, operating across community development and sustainable development goals respectively. Thematic analysis of the data collected revealed that transformational leadership traits such as intellectual stimulation, idealized influence, individualized consideration and inspirational motivation commonly known as four I’s, were crucial in promoting innovation, aligning organizational missions with digital tools and keeping going team engagement. However, evidence shows the practice of blended leadership, through transactional elements to complement transformational behaviors. These findings emphasize the adaptive nature of effective NGO leadership and point out the value of leadership flexibility in digital contexts. The study contributes to leadership and development literature by offering context-specific perceptions into how digital transformation unfolds under transformational leadership in West Africa, and Nigeria in particular. It also puts up to practical suggestions for NGOs leaders and stakeholders aiming to ameliorate digital resilience and performance.