The present study was conducted with the aim of analyzing and explaining the competencies required by human resources managers in the context of digital transformation in Tehran Province Electricity Distribution Company. Considering the fundamental changes resulting from the development of new technologies and its impact on human resource management structures and processes, identifying and developing the strategic competencies of managers in this area is considered as one of the key requirements for the success of organizations in the digital age. This research was conducted with a qualitative approach and based on the content analysis method. Data were collected through semi-structured interviews with 10 managers, experts, and human resource specialists and analyzed in three stages of open, axial, and selective coding. The research findings led to the extraction of 54 primary codes, 7 organizing themes, and an overarching theme titled "Human Resources Leadership in the Era of Digital Transformation." The results showed that the key competencies of human resource managers in this context include digital mastery and literacy, strategic thinking and analysis, change management and transformational leadership, digital culture building, human capital and digital skills development, individual and organizational agility, and employee empowerment and participation. Based on the analysis of the frequency and conceptual intensity of the codes, “digital literacy and mastery” and “strategic thinking” were identified as the most central competencies. Comparison of the findings with domestic and foreign theoretical literature showed that the research results were in line with modern digital leadership approaches and organizational transformation theories, and at the same time, the contextual characteristics of the electricity industry also played a role in shaping the competency model. Finally, a set of practical suggestions were presented, including designing a path for developing managerial competencies, establishing digital empowerment programs, reviewing human resource management processes, and strengthening a data-driven culture. Suggestions for future research, including quantitative validation of the model, cross-industry comparative studies, and longitudinal analyses, were also made. Despite the robustness of the findings, limitations such as focusing on a single organization, the qualitative nature of the research, and the high dynamism of technology may limit the generalizability of the results. However, the results of this study can be used as a strategic framework for improving the competencies of human resource managers in the path of digital transformation.