Human-centric digital leadership for HRM 5.0 ecosystem readiness

Objectives: The paper examines human-centric digital leadership as a key phenomenon that shapes the development of digital competencies and the formation of organizational digital readiness within the HRM 5.0 paradigm. The study seeks to clarify the theoretical evolution of the concept and to propose an integrated interpretation that links leadership behavior, digital culture, and technological maturity. Prior work: The research builds on contemporary theories of digital transformation, human-centric leadership, and ecosystemic management. It integrates insights from frameworks such as DigComp 2.2, ESCO, and the OECD digital competence model, expanding their application through the lens of HRM 5.0, where ethical innovation, sustainability, and human-machine collaboration are central. The paper also draws on recent smart-city scholarship to situate digital leadership within broader socio-technical ecosystems that require resilience, inclusiveness, and collective intelligence. Approach: Drawing on a systematic conceptual and comparative analysis of recent academic literature (2020–2025) and monographic findings, the author develops a multidimensional framework that connects digital leadership with the readiness dimensions of organizations – strategic, cultural, technological, and competency-based. Results: Digital leadership is defined as an integrative capability combining cognitive agility, technological fluency, and ethical responsibility. It serves as a driver of digital competence development by promoting continuous learning, psychological safety, and collaborative innovation, while reinforcing organizational readiness through a shared vision, adaptive culture, and data-driven decision-making. The study positions digital leadership as a structural enabler of HRM ecosystems,including those embedded in smart-city environments, where leaders orchestrate cross-sector collaboration and support institutional resilience. Implications: The paper enhances the theoretical understanding of leadership in digital contexts and offers practical guidance for researchers and educators developing frameworks for digital upskilling and organizational change. Value: The study’s originality lies in conceptualizing digital leadership as a meta-competence of HRM 5.0 – bridging individual digital skills, collective intelligence, and institutional readiness into a cohesive model that supports sustainable digital transformation.