Designing and Validating an Effective Leadership Competency Model for Digital Marketing in the Iraqi Banking Sector

Ayad Hadi  Khaleel; Morteza Movaghar; Abolhassan  Hosseini; Mohsen  Alizadeh Sani

Authors

Ayad Hadi Khaleel Ph.D. Candidate, Department of Business Management, Faculty of Economics and Administrative Sciences, University of Mazandaran, Babolsar, Iran. Author https://orcid.org/0009-0004-5937-3685
Morteza Movaghar Associate Professor, Department of Business Management, Faculty of Economic and Administrative Sciences, University of Mazandaran, Babolsar, Iran. Author https://orcid.org/0000-0002-7730-7540
Abolhassan Hosseini Professor, Department of Business Management, Faculty of Economics and Administrative Sciences, University of Mazandaran, Babolsar, Iran. Author https://orcid.org/0000-0001-9416-2980
Mohsen Alizadeh Sani Associate Professor, Department of Business Management, Faculty of Economics and Administrative Sciences, University of Mazandaran, Babolsar, Iran. Author https://orcid.org/0000-0001-6109-5275

Keywords:

Effective Leadership, Leadership Competency, Digital Marketing Competency, Competency Model, banking

Abstract

Objective: This study aimed to design and validate a comprehensive model of effective leadership competencies for digital marketing in the Iraqi banking sector.

Methods and Materials: This applied study employed an exploratory sequential mixed-methods design. In the qualitative phase, grounded theory based on the Strauss and Corbin approach was used, and data were collected through semi-structured interviews with 19 experts and senior managers with expertise in banking, digital marketing, and digital transformation, selected through purposive and theoretical sampling until theoretical saturation. Data were analyzed through open, axial, and selective coding. Based on the qualitative findings, a questionnaire was developed for the quantitative phase and administered to 161 banking professionals. The proposed model was evaluated using partial least squares structural equation modeling (PLS-SEM), including assessment of the measurement model, structural model, predictive relevance, effect sizes, and overall model fit.

Findings: Structural model analysis showed that causal conditions had a significant positive effect on the central phenomenon (β = 0.761, Z = 16.542). The central phenomenon significantly predicted strategies (β = 0.570, Z = 5.970), and intervening conditions also had a significant positive effect on strategies (β = 0.241, Z = 2.213). In contrast, contextual conditions did not significantly affect strategies (β = 0.048, Z = 0.569). Strategies exerted a strong significant positive effect on consequences (β = 0.707, Z = 16.375). The model explained 57.9% of the variance in the central phenomenon, 62.0% in strategies, and 50.0% in consequences. Predictive relevance values were Q² = 0.279, 0.327, and 0.290, respectively, and the overall model demonstrated acceptable fit (SRMR = 0.091).

Conclusion: The validated model indicates that effective digital marketing leadership competencies in Iraqi banks are shaped primarily by causal and intervening conditions and are translated into favorable marketing and organizational outcomes through strategic mechanisms.

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