Abstract
The education sector has seen a paradigm change with the advent of technological innovation. Education consultancies, which operate as a bridge between students and higher education providers, must now innovate or face closure. The purpose of this study is to gain insights about the correlation between the influence of transformational leadership on the digital transformation of education consultancies facilitated by composite efforts of the employees. A cross-sectional quantitative study was conducted with eighty participants from eight educational consultancies located in Sydney, Australia and Kathmandu, Nepal. The data set was analysed using descriptive statistics to summarize the data, preliminary tests to assess the quality of the data, and inferential statistics to make inferences about the population. The study found that the influence of transformational leadership style on digital transformation of the organisation, employee motivation, and successive influence of employee on the digital transformation of the organisation are statistically not significant relative to each other. This study also reports an inverse relationship between transformational leadership as role model against employee motivation and empowerment and employee empowerment against organisational digital transformation process corresponding to research question 2 and 4 respectively. In these circumstances it is important to take into consideration that the negative coefficient is only a correlation, not a causation. This suggests that there may be other factors that are more important in driving digital transformation, such as the leadership team's vision for the organisation, employee engagement, and a culture of change. However, the study did find that transformational leadership can promote technology adoption in organisations. This is a positive finding, as it suggests that transformational leaders can play a role in helping organisations to adapt to the changing technological landscape. This study was conducted within a short time frame, hence, prevented capturing the full effects of transformation leadership is a limitation of this study. Based on these findings, the study recommends that educational consultancy conduct further research on factors that affect the implementation of technological innovation such as reevaluate their leadership team, prioritize employee engagement, create a culture of change, provide training and development opportunities for employees, and study the change process over a long period of time.