<p>The present study aimed to examine how and when e-leadership fosters digital allyship among employees in telecommunication companies, focusing on the mediating role of team cohesion and the moderating role of digital competence. A two-wave explanatory survey design was employed, gathering data from 317 junior and middle-level employees across telecommunication companies in Ghana. Standardized scales were utilized, and data were analyzed using confirmatory factor analysis and moderated mediation modeling through the PROCESS Macro tool. The results revealed that e-leadership significantly promotes digital allyship, with team cohesion acting as a mediator. Moreover, digital competence was found to moderate the strength of the relationships, enhancing the impact of e-leadership on both team cohesion and digital allyship. These findings highlight the importance of digital skills and cohesive team dynamics in fostering inclusive digital workplaces. The study relied on self-reported data from employees in Ghana’s telecommunications sector, which may affect generalizability. Future studies are encouraged to explore cross-industry comparisons and multi-source data. Practical and theoretical implications for enhancing e-leadership effectiveness and promoting digital allyship are discussed. This study contributes to the emerging literature on e-leadership by introducing digital allyship as a novel outcome and positioning team cohesion and digital competence as critical mechanisms and conditions, respectively. The findings offer actionable insights for leaders seeking to foster inclusive, digitally connected teams.</p>