This mixed-methods study investigates the strategic management of digital transformation in Bulgarian schools by analysing principals’ self-reported leadership practices and styles. Using data from a nationally representative sample (N = 349) gathered through the SELFIE tool, complemented by 30 in-depth interviews, the research examines how school leaders understand and enact their roles as digital leaders within a context of fragmented policies and uneven digital capacity. Quantitative results reveal a central paradox: although 89.7% of principals claim to actively support teachers’ digital innovation, only about half report having a formalised digital strategy. This imbalance between strong operational support and weak institutionalisation reflects the dominant approach to school digitalisation in Bulgaria. Qualitative cluster analysis identifies three leadership profiles: (1) a strategic–collaborative profile, characterised by long-term planning, partnerships, and data-driven decisions; (2) a supportive–collaborative profile focused on teacher communities and context-specific professional development but lacking strategic vision; and (3) a balanced–pragmatic profile oriented toward measurable improvements and adaptive responses. Triangulation with national assessment data shows that leadership styles align with institutional contexts: high-performing schools tend to apply strategic–collaborative leadership, while lower-performing schools adopt pragmatic, adaptive approaches. The study argues that digital transformation requires context-sensitive frameworks recognising multiple developmental trajectories, highlighting the need for differentiated policies that support strategic institutionalisation of existing digital innovations while addressing structural inequalities.
Mizova et al. (Thu,) studied this question.