Administrators seem to take on a myopic view when implementing digital technology across their institute. They assume that technology use and adoption, occur automatically and progressively by new technologies mere mandatory existence. In discounting the transformative nature of digitization and digitalisation on the culture, workforce, and technology dimensions of the institute, administrators become disillusioned, and fatigued by their reactionary acts to constant bombardments of new challenges and impediments. O’Brien and Reinitz (2021) advocate for transformational strategies that are calculated and planned to engender shifts in culture, workforce, and technology, boosting institutional architecture, tangible results, perceived value, and effecting mission and goals. This investment in digital transformations requires integrative leadership ( Brown , 2021), catalysts of change that proactively engage with relevant...