Abstract
Digital transformations are currently occurring at a rapid pace and the COVID- 19 pandemic has further accelerated the adoption of digital technologies by companies. There are several factors leading to digital transformations, including advancing technology and the need to meet higher customer expectations. These transformations, mostly considered necessary to remain competitive, do not come without challenges. When embracing and implementing these transformations with their organisations, leaders, particularly middle managers, who form the link between the top management and lower levels, face challenges as they are responsible for facilitating any changes needed in an organisation and creating an effective working environment for their team members. This study aimed to explore the challenges faced by middle managers working in Australia when adapting to digital transformations. This thesis used a phenomenological methodology to understand this experience. Eleven participants from different organisations were interviewed on their experiences of navigating digital transformations and disruptions. The themes included cultural change management, the skills gap in employees, lack of innovation culture, higher levels of workforce burnout, and COVID-19 related issues. This research also aimed to create an awareness of the digital transformations' induced human-centric challenges that current and emerging leaders could utilise to better prepare themselves for future transformational journeys in their organisations.