Slide 01

• Pre-Implementation Conference Call Presentation

Hello, my name is _________, and I came to see you today to deliver a pre-implementation conference call presentation on the idea of integrating a transformational leadership approach and using digital technologies to reduce supply chain disruptions.

Slide 02

• Introduction

The current competition and high rate of globalization in the global markets has made the global markets extremely competitive. These dynamics have resulted in lean supply chain operations such as just-in-time and proper scheduling (Katsaliaki et al., 2021). Nevertheless, these plans make it harder and more disruptive (Deep et al., 2025). The U.S. supply chains are challenged by such problems as pandemics, shortage of labor, and geopolitical tension. A large number of managers do not have transformational leadership and risk management tools digital (Dura et al., 2025). The out-of-date systems lead to delays, inventory shortages, and demoralization (Alicke and Foster, 2024). The leaders are required to be resilient by adopting transformational leadership and using digital technologies.

Slide 03

• Statement of the Problem

Problem Statement

The overall business issue is that supply chain industry businesses have become more susceptible to supply chain disruptions, therefore amplifying the operational and financial cost of supply chain disruptions (Katsaliaki et al., 2021).

The issue under concern is that not all supply chain managers in the U.S. have sound supply chain risk management principles and information technologies to create the supply chain resiliency, which leads to the decline of operational efficiency and employee motivation during disruptions (Deep et al., 2025).

Purpose Statement

The qualitative inquiry project aims to examine the views of supply chain managers in the U.S. regarding the application of transformational leadership and digital technologies as a means of creating organizational and workforce resilience in case of a supply chain disruption.

Gap in Practice

The practice gap is that U.S. supply chain managers do not have evidence-based approaches to integrating transformational leadership and utilizing digital technologies to achieve resilience of operations and workforce in case of disruptions in the supply chain (Yeboah et al., 2025).

Slide 04

Theory(s) Supporting Research

Figure 1

Visual Representation of Project Framework (Munir et al. 2020).

The project theoretical framework is founded on Munir et al. (2020) and incorporates the supplier, consumer, and internal coordination. The internal integration is considered as the most successful risk management approach when the supply chain has been disrupted. The framework is focused on information processing power, which allows firms to collect and process information of suppliers and consumers. Nevertheless, internal integration is not enough in the current unstable world. The framework also includes transformational leadership that puts emphasis on visioning, empowering, and innovating (Taseer & Ahmed, 2022).

Is also compatible with the dynamic capability theory, which emphasizes the capacity of an organization to change (Ayaz, 2022). Better control, planning, and predictive decision-making are supported with the help of technological factors, in particular, AI tools (Dura et al., 2025). The tools increase efficiency and velocity in supply chains. Workforce training and collaboration are essential to human resource development, which is critical in creating resilience (Saeed et al., 2022). The model links leadership, technology, and integration to develop a strong and flexible supply chain system.

Slide 05

• Methodology

The generic qualitative inquiry technique is one of the most appropriate techniques of research that uncovers detailed information about the lived experiences of the participants in terms of their behaviors and choices made when facing a disruptive occurrence in the supply chain. The paper is grounded on the necessity of studying how U.S. supply chain managers can combine the idea of transformational leadership with digital technologies to create resiliency.

The generic qualitative inquiry is aimed at knowing the how and why of the deployment of particular strategies in the complicated high-risk setting, particularly where numeric data cannot reproduce the entire picture (Creswell and Poth, 2018). The method is a flexible yet strict framework of studying rich, contextualized human experiences affirming the problem and purpose of the study Yeboah et al., 2025(Yeboah et al., 2025). The consistency of the research objectives with the research methodology also denotes that the study will capture finer viewpoints and adaptive behaviors that are important in supply chain resilience.

Slide 06

• Sample

The study will target supply chain managers of the middle and senior level, who will be located in the United States, and work in various industries including manufacturing, logistics, retail, and healthcare. The sample consists of those who have been in charge of supply chain management and experienced disrupted supply chain management through the application of leadership or digital technology (Palinkas et al., 2015).

The participants will enhance validity of the results since the individuals will present expert, experience-based views pertaining to the research questions. The purposive sampling will be applied to select intentionally the ones with the direct experience in disruption management to ensure that they are relevant and in-depth (Palinkas et al., 2015). The sample size will consist of 12 to 15 participants so that it becomes manageable yet the data saturation can be attained as a minimum of 10 finished interviews.

Slide 07

• Data Collection

The proposed data collection tool includes semi-structured interviews to understand the application of transformational leadership and digital technologies by supply chain managers in the United States in case of disruption. The interviews will be carried out online through Zoom to provide the concept of flexibility and availability anywhere throughout the U.S. The participants will be those with 10+ years of experience and will be a part of the study. The interview guides will consist of 10 open-ended questions that are consistent with the digital resilience frameworks and transformational leadership theory (DeJonckheere and Vaughn, 2019).

The audio-recorded data will be transcribed literally by means of the Otter.ai, and the finished version will be checked manually. Furthermore, thematic analysis will be utilized as the main means of determining the patterns of responses. The interviews will last approximately 45 60 minutes. Member-checking and peer debriefing will be used to assure reliability as accuracy and interpretation will be validated.

Slide 08

• Instrumentation

The questions used as the instrumentation will be open ended to achieve in-depth information on leadership behaviors and technology use. The questions will be based on transformational leadership theory and will correspond with the literature on supply chain resilience (DeJonckheere & Vaughn, 2019). With regard to the teamwork and decision-making, inspirational motivation, idealized influence, and digital tools use will be considered (Braun and Clarke, 2006). Semi-structured interviews are flexible enough to withstand follow-ups but offer the consistency. To get detailed answers, the interview shall incorporate both the main questions and the probing questions.

Slide 09

Sample Interview Questions

Part 1: Leadership Style and Experience

1. Can you describe a major supply chain disruption you have faced in your current or past role?
2. How would you describe your leadership style when managing uncertainty or disruption within your supply chain?
3. What specific leadership actions have you taken during a crisis to motivate or support your team?
4. How do you encourage innovation and adaptability among your team during disruptive events?

Part 2: Digital Resilience Strategies

5. What digital tools or technologies have you used to help manage or recover from supply chain disruptions?
6. How have digital technologies enhanced or challenged your leadership effectiveness during crises?
7. Can you share an example where real-time data, AI, or digital dashboards influenced your supply chain decisions?

Part 3: Organizational Learning and Resilience

8. How does your organization capture lessons learned from disruption events? What role do you play in that process?
9. In your experience, what leadership qualities are most critical for navigating future disruptions in digitally connected supply chains?
10. Is there anything else you would like to share about how leadership or digital tools contribute to resilience in your supply chain operations?

Slide 10

• Data Collection Plan

First, the interviews will also be arranged once the participants are detected through LinkedIn and industry groups. The semi-structured interview guide will be then prepared and will be made according to the objectives and theoretical foundation of the project (DeJonckheere and Vaughn, 2019). Third, the participants will be filtered and made to sign Capella IRB-endorsed consent forms. The key questions will cover the leadership styles, digital strategies, and disruption responses. Clarification prompts will be introduced after the questions in order to provide a more in-depth response (Braun and Clarke, 2006). Lastly, the interviews will be tape-recorded, transcribed, and checked and anonymized.

Slide 11

• Data Analysis Plan

To begin with, the transcripts of interviews will be transcribed with the help of the Otter.ai and analyzed manually. Second, the information will be coded using NVivo software. Third, the assignment of codes will be inductive based on the data and deductive based on the theoretical framework on a line-by-line basis (Creswell and Poth, 2018). Fourth, pattern identification and development of meaning will be facilitated by thematic analysis. Subsequently, the new themes will be narrowed down using peer debriefing and member-checking (Braun et al., 2019). Lastly, narrative summaries, direct quotes, and thematic maps will be used to present the themes and insights.

Slide 12

• Conclusion

The qualitative approach was suitable in examining digital practices and intricate leadership. Purposive sampling was done to ensure that the participants had experience in relevant disruption management. The semi structured interviews had the ability to provide rich and flexible insights. Data collection was done in steps in an ethical and transparent manner. It revealed the thematic elements of leadership behaviors, technology use, and resilience strategies in the form of thematic analysis. Results were used to make practical suggestions on how to improve the U.S. supply chain resilience. Further studies might be done by examining global comparisons or longitudinal studies of digital transformation during crisis.

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