PhD Scholar, Center for Management & Commerce, University of Swat, Khyber Pakhtunkhwa, Pakistan, 19120

Abstract

Digital technology has permanently impacted how educational institutions work. Digitalisation is changing organisations, the way people work, and the way things are done, just like moveable type printing sped up the course of history. This is making new problems for leaders to deal with. Researchers in the field of education have been trying to figure out this complex phenomenon, but the results have come in bits and pieces from different fields and don't appear to fit together into a cohesive picture. The goal of this study is to investigate how college leaders in Pakistan comprehend digitalisation and what digital skills they need to lead colleges in the digital age. Mixed-method research was employed with semi-structured interviews were the main way to gather data. The qualitative study included 5 teachers, 5 and students from each leader from the colleges of Pakistan. The study also used a survey approach that was both quantitative and descriptive. The stratified random sampling was employed to choose 150 people to answer the survey. These people were faculty members and administrative staff from the faculty of social sciences at the college. Data gathered using a structured questionnaire with five-point Likert scale items. A pilot study and feedback from experts were used to check the survey tool. We used SPSS (version 26) to look at the data. We used descriptive statistics (mean and standard deviation) and inferential statistics (ANOVA) to find the relationships and differences between different demographic and professional groups. The mean scores for leadership practices showed a strong connection to transformative leadership principles (M=4.21, SD=0.65). The ANOVA results showed that people in different job roles had very different ideas about how effective leadership was (F(3.146) =5.47, p<0.01). Faculty members rated leadership more positively than administrative staff. The analysis showed that leadership behaviours have a direct effect on social development initiatives, accounting for 48% of the variance (R²=0.48). The results showed that digital tools improved communication and administrative efficiency. College leaders also recognise that AI could help them be better leaders, but they also talk about the problems that come with using these technologies. The report stresses the need for personalised professional development, stronger infrastructure, and ongoing support to assist college leaders use digital and AI tools in their daily leadership work. The results show how important transformative educational leadership is for Pakistan's progress. The results demonstrate that college leaders think of digitalisation as a broad and complicated idea that includes technological, pedagogical, administrative, and organisational problems at all levels of the college.