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Purpose: Ubiquitous digitalization requires the management of companies to develop a special type of leadership - digital leadership. It involves holistically combining human and technological aspects. The article aims to present theoretical and empirical research on digital leadership in small enterprises in their innovation contexts. Design/methodology/approach: The study is based on two research methods. The first was the literature critique method, the application of which made it possible to develop the methodological assumptions for the research. The second is the diagnostic survey method, a questionnaire technique used to conduct empirical research on a sample of 131 small enterprises. The results made it possible to assess the digital leadership level of the surveyed units regarding their innovation. Findings: Digital leadership was assumed to consist of activities from three leadership concepts: transactional, transformational and authentic leadership. Research has shown that the digital leadership level in small enterprises is low. Their leaders undertake few actions from each of the three leadership concepts, the worst situation being for transformational leadership. This negatively affects the enterprises' innovation. Research limitations/implications: The research conducted brought closer the digital leadership issue in small enterprises and allowed verification of the adopted research assumptions. Further research will compare digital leadership levels in enterprises by size, age and industry. Practical implications: Research has revealed that a low digital leadership level may be responsible for the problems associated with digitizing the operations of small enterprises. Based on them, many recommendations for leaders can be developed. Originality/value: The survey's originality lies in the development of a concept for assessing the digital leadership level, considering the small business specifics.
