The impact of empathetic and flexible leadership behaviors and digital transformation on marketing performance in Vietnamese female-led SMEs: The mediating role of marketing process innovation

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Type of the article: Research Article

Abstract
In the era of rapid digital evolution, navigating the digital paradox remains a critical challenge for small and medium-sized enterprises (SMEs) seeking to convert technological capabilities into commercial outcomes. This study examines the relationships between empathetic and flexible leadership behaviors, digital transformation, and marketing performance through the mediating mechanism of marketing process innovation under varying levels of competitive intensity within female-led SMEs. A cross-sectional survey was administered from May to August 2025 to 265 female enterprise owners and senior executives of registered female-led SMEs in Vietnam, recruited via a structured purposive sampling design. Applying Partial Least Squares Structural Equation Modeling (PLS-SEM), the empirical findings indicate that empathetic and flexible leadership behaviors and digital transformation are significantly associated with marketing process innovation, with leadership behaviors demonstrating the strongest direct relationship (β = 0.376, p < 0.001). Furthermore, marketing process innovation partially mediates the relationship between digital transformation and marketing performance (indirect effect β = 0.103, p < 0.001; total indirect effect of the system confirms structural transmission), while competitive intensity positively moderates the relationship between marketing process innovation and marketing performance (β = 0.104, p < 0.05). Complementary fuzzy-set Qualitative Comparative Analysis (fsQCA) reveals that high marketing performance is achieved through the configurational alignment of leadership behaviors, digital maturity, and process innovation in highly competitive settings. These findings highlight the strategic value of integrating behavioral adaptability with digital initiatives to optimize marketing processes in female-led enterprises.

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    • Figure 1. Conceptual model
    • Figure 2. Structural model
    • Figure 3. Simple slope plot of the moderating effect of competitive intensity on the relationship between marketing process innovation and marketing performance
    • Table 1. Operational measurement instrument
    • Table 2. Profile of respondents and firms (n = 265)
    • Table 3. Measurement model diagnostics: indicator loadings, reliability, convergent validity, and multicollinearity
    • Table 4. Discriminant validity assessment (HTMT with 95% bootstrap confidence intervals and Fornell-Larcker criterion)
    • Table 5. Structural model path coefficients and hypotheses testing
    • Table 6. Mediation analysis (direct, indirect, and total effects with bootstrap CIs)
    • Table 7. Explanatory power (R2) and predictive relevance (Q2)
    • Table 8. Analysis of necessary conditions (outcome: MP)
    • Table 9. Sufficient configurations for high Marketing Performance (MP) and non-high Marketing Performance (~MP)
    • Conceptualization
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Data curation
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Formal Analysis
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Funding acquisition
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Investigation
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Methodology
      Nuong Thi Le
    • Project administration
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Software
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Supervision
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Validation
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Visualization
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Writing – original draft
      Nuong Thi Le
    • Writing – review & editing
      Nuong Thi Le, Hai Thanh Thi Nguyen
    • Resources
      Hai Thanh Thi Nguyen