The goal of this study was to find out how business intelligence systems, AI, and digital leadership affect how satisfied employees are with their jobs and how much value they add to companies in the Greater Amman Municipality. After the study samples were taken and looked at, a total of 246 samples were approved to be used in the PLS software-based analysis. The results of this study showed that putting in place business intelligence tools, artificial intelligence, and digital leadership all made employees happier with their jobs and gave businesses more value. The research showed that there are four key parts to digital leadership: commander, communicator, collaborator, and co-creator. The main parts of business intelligence are Data Warehouse, Data Mining, Business Process Management, and Competitive Intelligence. Findings show that digital transformation is made up of three key parts: changing processes, developing business models, and changing domains. The results also show that an employee's level of job satisfaction, which includes things like business success, work commitment, and job thinking, is linked to how much value they add to the company. Intriguingly, the current results go against those of earlier studies, which said that the variables of interest have no effect on how happy employees are with their jobs or how much value companies add for their customers. When the results of this study are looked at as a whole, they say that businesses should start doing things that make employees happier at work and increase the value of the business. The current study is innovative because it focuses on the most important parts of business intelligence, artificial intelligence, and digital leadership in order to improve employee satisfaction at work and the quality of business learning with added value in Greater Amman Municipality.

The purpose of this research was to examine the effects of digital transformation, digital leadership, and entrepreneurial motivation on business decision making and business process performance in the Greater Amman Municipality. The study's hypotheses were put to the test and proven through a variety of quantitative analysis and data processing techniques. The research hypotheses were evaluated using a Structural Equation Model. Participants in this research are managers from the middle and high echelons of the Greater Amman Municipality, who were responsible for making decisions in their respective divisions. One hundred and eighty middle and upper-level managers with at least eight years' experience in public service were recruited for this study from the Greater Amman Municipality. Distributed questionnaires and the deliberate sampling technique were used to compile this data. Decision making had a positive effect on the business process performance, and the results of hypothesis testing data processing using Structural Equation Model indicated that digital transformation, digital leadership, and the motivation of the business environment all had positive and significant effects on business decision making and business process performance in the Greater Amman Municipality. To conduct their research, the authors opted to focus on digital transformation, which includes four primary components: process transformation, business model change, domain transformation, and cultural transformation. The following dimensions commander, communicator, collaborator, and co-creator were all indicative of digital leadership. Entrepreneurial motivation could be seen in the word’s communication, hassle-free work environment, mastering the art of constructive criticism, and trust among others. The novel aspect of this study is the model developed to explain the interplay between digital transformation, digital leadership, and entrepreneurial motivation, and how these factors influence business decision making and business process performance at Greater Amman Municipality.