Background and Objective: The technological revolution and widespread digitalization have necessitated a re-evaluation of traditional leadership models to identify behavioral competencies for the electronic age. This study aims to design and explain a model of behavioral competencies for organizational leaders in the digital era.

Methodology: This study employed an exploratory mixed-methods approach. In the qualitative phase, a meta-synthesis strategy based on the Sandelowski and Barroso seven-step process was used, selecting 47 out of 349 articles for deep coding. In the quantitative phase, Interpretive Structural Modeling (ISM) was applied to analyze the insights of 19 experts to map relationships among the identified competencies.

Findings: The meta-synthesis revealed a framework comprising three dimensions: “Mindsets,” “Skills,” and “Behaviors.” Key mindsets include agility, creativity, innovation, and coaching. Essential skills encompass communication, emotional management, diversity management, and team building, while transformational and responsible actions were identified as fundamental leadership behaviors. ISM analysis demonstrated that transformational and responsible behaviors occupy the first level, leadership skills the second level, and mindsets—as the most influential components—the third and fourth levels.

Conclusion: Effective leadership in digital organizations requires an integrated set of mindsets, skills, and behaviors. The coaching mindset serves as the primary entry point for leadership transformation, while agile and innovative mindsets act as key independent drivers. Although transformational behaviors are more visible, they are deeply influenced by underlying cognitive and skill layers, mirroring the “iceberg” metaphor in organizational behavior.