The rapid digital transformation in the telecommunication industry has underscored the importance of webtop applications as productivity enablers. This study examines the impact of key webtop application features—User Interface Usability (UIU), System Integration (SI), Real-Time Data Access (RTDA), and Collaboration Features (CF)—on Employee Productivity (EP) in Bangladesh's telecommunication sector. Grounded in the Task-Technology Fit (TTF) theory, the study investigates the mediating role of Knowledge Sharing (KS) and the moderating role of Technology Training Availability (TTA). Using a quantitative research approach, data were collected through structured surveys from 384 employees in the telecommunication industry and analyzed using Smart-PLS 4.0. The findings reveal that all webtop application features significantly enhance EP, with KS mediating these relationships. TTA positively moderates the effects of RTDA and CF but shows a negative moderation for UIU and no significant impact for SI. The study's novelty lies in its comprehensive exploration of webtop applications within a developing economy, addressing both the technological and human dimensions of productivity. Recommendations include fostering a culture of knowledge sharing, optimizing training programs to match technological complexity, and investing in feature-rich, integrated systems to enhance organizational performance. This research offers actionable insights for managers, policymakers, and academics, providing a robust framework for leveraging digital tools to enhance productivity in modern workplaces. The study contributes to the theoretical discourse by extending the TTF framework and provides a practical roadmap for technology adoption and workforce development in rapidly digitalizing industries.

Research on digital transformation leadership is growing rapidly, yet its behavioural foundations and performance effects remain unclear. This study conducts a systematic literature review from a micro-level behavioural perspective, while detaching the context from established leadership patterns. A comprehensive search was conducted across major academic databases, including Scopus and Web of Science, resulting in 65 studies that met the inclusion criteria. A total of 65 peer-reviewed articles published between 2000 and 2024 were analysed to identify how leadership behaviours influence organisational performance in digital transformation. Most studies were published between 2021 and 2024, reflecting the novelty and rising interest in the topic. Leadership behaviours were classified into task-, relation-, change-, and externaloriented behaviours. These behaviours were linked to four performance dimensions: effective leadership, digital acceptance, digital competence, and digital innovation. Simultaneous use of diverse behaviours is essential, as different behaviours affect different outcomes. Emotional intelligence supports behavioural balance, and behavioural variance is key due to the synergistic nature of performance dimensions. The review applies Vial's (2019) digital transformation framework to structure the synthesis. The findings aim to operationalize leadership practices that precede the dynamic system outlined in the framework. The study concludes with 15 propositions for future research.