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Di era Industri 5.0, adaptabilitas tenaga kerja menjadi urgensi utama karena terjadinya pergeseran paradigma dari fokus pada otomatisasi dan efisiensi menuju kolaborasi harmonis antara manusia dan teknologi yang berpusat pada manusia (human-centric), berkelanjutan, dan resilien. Penelitian ini menggunakan metode Systematic Literature Review (SLR) terhadap 40 artikel jurnal nasional dan internasional yang diterbitkan tahun 2020–2025 dari basis data Google Scholar, Scopus, dan Garuda. Tujuan penelitian adalah mengidentifikasi strategi upskilling dan reskilling yang efektif sebagai mekanisme adaptabilitas tenaga kerja terhadap disrupsi AI dan otomatisasi. Hasil kajian menunjukkan bahwa: (1) kesenjangan keterampilan global merupakan ancaman nyata dengan 50% karyawan membutuhkan reskilling pada 2025; (2) strategi upskilling dan reskilling yang efektif mencakup pembelajaran berbasis proyek, microlearning, platform digital adaptif, dan kemitraan industri; (3) dukungan organisasi, kepemimpinan transformasional, dan budaya belajar berkelanjutan merupakan faktor penentu keberhasilan; serta (4) hambatan utama implementasi meliputi keterbatasan anggaran, resistensi perubahan, dan kesenjangan infrastruktur digital. Temuan ini menegaskan bahwa investasi pada pengembangan modal manusia melalui program upskilling dan reskilling merupakan imperatif strategis untuk menjaga ketahanan organisasi dan daya saing tenaga kerja di era transformasi digital.

The development of digital technology has brought significant changes in the field of education, especially in the learning process, school management systems, and teachers' work patterns. This situation requires school principals' leadership who can adapt, be innovative, and act as agents of change in improving teachers' work ethic. This study aims to analyze the role of school principals' transformational leadership in enhancing teachers' work ethic in the digital era and to examine its relevance to educational transformation. The research method used is a qualitative approach with a literature study type through the analysis of various journals and scientific sources from 2020–2025. The results of the study indicate that school principals' transformational leadership plays an important role in increasing teachers' motivation, commitment, and professionalism through ideal influence, inspirational motivation, intellectual stimulation, and individualized consideration. In addition, this leadership is also capable of creating a work culture that is collaborative, innovative, and adaptive to technological developments. Digital transformation in education not only involves the use of technology but also changes in work culture and the improvement of human resource competencies in schools. The implications of this research confirm that school principals as transformational leaders have a strategic role in the success of educational transformation in the digital era through the continuous enhancement of teachers' work ethic.

The rapid development of Artificial Intelligence (AI) has transformed various sectors of human life, including church ministry and religious organizational management. This study aims to analyze Christian leadership ethics in the use of AI within modern church ministry. The research employs a qualitative descriptive method through theological literature review and analysis of recent studies concerning digital technology and pastoral ministry. The findings indicate that AI provides significant benefits for church administration, digital communication, congregational data management, and online evangelism. Nevertheless, ethical challenges also emerge, such as the weakening of pastoral relationships, data privacy concerns, algorithmic bias, and the risk of dehumanization in ministry practices. From a Christian theological perspective, ministry is fundamentally relational and incarnational, reflecting the example of Jesus Christ who ministered through personal presence, compassion, and direct interaction with people. Therefore, AI should be understood as a supportive instrument rather than a substitute for spiritual authority and pastoral presence. Christian leadership in the digital age must be grounded in integrity, transparency, spiritual discernment, and respect for human dignity as the image of God (imago Dei). This study contributes to the development of ethical guidelines for churches in utilizing AI responsibly while maintaining theological integrity and Christian spiritual values.

Technological developments have brought significant changes to various aspects of human life, including church life. These changes also impact intergenerational relationships within the congregation. This paper aims to examine the challenges faced by church leaders at GEKISIA Depok in serving Generation X, Millennials, and Generation Z, and to examine the relevance of the theological principle of Romans 12:2 in addressing these challenges. Ultimately, the author observes that differences in generational characteristics influence communication patterns, ministry models, and congregational expectations of church leadership. Therefore, church leaders in the digital age are required to be adaptive, transformative, and remain rooted in biblical values. Romans 12:2 serves as an important theological foundation for Christian leaders to experience a renewed mindset so they can serve according to God's will without being influenced by worldly patterns. Furthermore, the challenge of cross-generational leadership is not merely practical in nature, but also theological. Each generation brings different experiences, values, and perspectives in understanding faith and spirituality. Generation X tends to value institutional stability and loyalty, while Millennials are more oriented toward authentic experience and community. Generation Z, having grown up entirely in the digital age, communicates and expresses faith in ways that differ greatly from previous generations. In this context, church leaders are called to become bridges between generations, rather than simply following trends or rigidly preserving tradition.

Digital transformation has positioned artificial intelligence (AI) as a major driver of organizational change and innovation. This study aims to analyze the influence of AI implementation on transformational leadership dynamics and the shifting role of leaders in managing human resources through a Systematic Literature Review of reputable studies published within the last five years. The findings indicate that AI acts as a catalyst in strengthening the dimensions of intellectual stimulation and individualized consideration through predictive analytics and talent personalization. The automation of administrative and repetitive tasks enables leaders to focus more on strategic vision, organizational innovation, decision-making, and emotional engagement with employees. However, the effectiveness of AI implementation is highly dependent on leaders’ digital literacy, adaptive capabilities, and readiness to integrate technology into organizational processes. This study contributes by proposing a hybrid leadership framework that combines artificial intelligence with human emotional intelligence to support more effective leadership practices. The practical implications emphasize the importance of leadership development that prioritizes empathy, ethical awareness, and algorithmic transparency in order to maintain trust, encourage sustainable innovation, and strengthen organizational resilience in increasingly dynamic and volatile environments.

The development of artificial intelligence (AI) has driven fundamental changes in the way organizations manage work processes, make decisions, and coordinate teams in digital environments. However, an integrated understanding of how AI-based leadership affects digital team performance, particularly through the roles of transformational leadership and digital literacy, remains limited and dispersed across different streams of literature. This study aims to analyze the role of AI in supporting digital leadership, identify its influence on decision-making effectiveness and team performance, and examine the challenges and ethical implications of its implementation in organizations. The study employs a Systematic Literature Review (SLR) approach by reviewing relevant scholarly literature on AI, leadership, digital literacy, human–AI collaboration, and digital team performance. The findings indicate that AI-based leadership can enhance team management effectiveness when implemented through transformational leadership practices that foster vision, change readiness, learning, and team coordination, and when supported by adequate digital literacy. Conversely, barriers such as low trust in AI, digital competency gaps, resistance to change, and ethical issues remain major challenges. This study contributes by offering a conceptual synthesis that positions AI-based leadership, transformational leadership, and digital literacy within a single framework to explain the optimization of digital team performance in modern work environments.

This research is motivated by the increasing role of Artificial Intelligence (AI) in organizational transformation and the crucial function of leadership in ensuring its successful implementation. The primary objective of this study is to analyze the relationship between leadership, AI integration, and organizational performance, as well as to identify various challenges and supporting factors in the process. This study employs a systematic literature review (SLR) method by examining 30 relevant, reputable scientific articles from the Scopus and Google Scholar databases within the 2020–2026 timeframe through selection, evaluation, and thematic synthesis processes. The results indicate that AI integration significantly contributes to improving operational efficiency, data-driven decision-making quality, and organizational innovation. However, this success heavily depends on the role of adaptive, transformational, and digitally-oriented leadership capable of steering the technological vision. Conversely, major challenges were identified, such as employee resistance, limited digital competencies, and ethical issues surrounding data privacy. This study contributes to strengthening the conceptual understanding of leadership's role as a bridge between technology and organizational performance, while offering practical implications for management in designing effective, inclusive, and sustainable digital transformation strategies.

The digital transformation driven by the acceleration of Artificial Intelligence (AI) has fundamentally transformed leadership paradigms and the structure of the modern workplace. This study aims to provide an in-depth analysis of the various strategic opportunities and systemic risks arising from the integration of AI into contemporary organizational leadership practices, where technology is no longer merely a tool but a collaborative partner in managerial processes. Using a Systematic Literature Review (SLR) method on 30 reputable scientific journals with publications spanning up to 2026, this article analyzes the transition of the leader’s role from a conventional hierarchical model toward the concept of Augmented Leadership. Data analysis results indicate that AI implementation offers significant opportunities through data-driven decision-making systems with high precision, intelligent resource allocation optimization, and enhanced leadership intervention effectiveness, which has been documented to reach up to 35%. However, this transformation also brings a series of complex multidimensional risks, including algorithmic biases that could trigger inequality cascades, ethical dilemmas related to operational transparency (black box), and the potential erosion of the meaning of work for employees. The discussion in this article emphasizes that the success of this transformation depends not only on technical expertise, but also on redefining leadership competencies to prioritize emotional intelligence and ethical governance frameworks such as the CARE Framework (Control, Awareness, Responsibility, and Evaluation).

The development of Artificial Intelligence (AI) has transformed how business organizations manage operations, process information, and make strategic decisions, thereby creating a need for leadership patterns that are more adaptive, visionary, and responsive to digital transformation. This study aims to explain the concept of AI Leadership in the business context, identify why modern leadership must adapt to the advancement of AI, and analyze the leadership strategies that are relevant for navigating the era of AI-driven business. The study employs a Systematic Literature Review (SLR) approach with a narrative-thematic synthesis of relevant open-access scholarly literature on AI Leadership, digital leadership, human–AI collaboration, business transformation, and AI ethics. The findings show that AI Leadership represents a modern form of leadership that emphasizes not only technological understanding but also the ability of leaders to direct organizational change, foster data-driven decision making, manage collaboration between humans and technology, and implement responsible AI governance. The study also finds that the main strategies required by leaders in the AI era include strengthening digital literacy, developing adaptive managerial capabilities, enhancing human–AI collaboration, and integrating ethical principles into technology implementation. This article contributes conceptually by reinforcing AI Leadership as a leadership framework that is highly relevant to modern organizations and offers practical implications for the development of business leadership in the era of digital transformation.

The rise of the digital age has brought significant changes to leadership dynamics and leadership development patterns within the context of Christian ministry. This paper addresses the critical issue of leadership succession failure, which is driven by a generational gap between senior leaders and young leaders-in-training, as well as the underutilization of technology in the mentoring process. Using a descriptive qualitative approach through literature review, state-of-the-art analysis, and theological synthesis, this study assesses the relevance and effectiveness of the multiplicative leadership model as a solution to the leadership succession problem. The analysis reveals that multiplicative leadership—which emphasizes discipleship, intensive mentoring, delegation of responsibility, and intergenerational collaboration—can bridge the generational gap while accelerating the multiplication of leaders in the digital age. The integration of digital technologies, such as virtual mentoring, digital training modules, and collaborative media, has proven capable of expanding the impact of the leadership development process and enhancing relational closeness between generations. This paper concludes that the multiplicative leadership model is a strategic and theological approach aligned with the biblical mandate to produce leaders capable of developing other leaders, and is relevant for addressing the challenges of contemporary Christian leadership.

Entering the third decade of the 21st century, the church faces the urgency of redefining its existence amidst the shift to a digital ecosystem. This research aims to analyze the synergy between church management and transformational leadership toward the effectiveness of leader multiplication in the Digital 4.0 era. Using a qualitative method with a descriptive-analytical approach through library research, this study explores the integration of modern management theories and theological principles. The findings indicate that church management serves as a vital infrastructure providing operational stability, while transformational leadership acts as a catalyst for innovation and behavioral change in facing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) conditions. The synergy between these two elements creates a “Digital Shepherding” model, where the digital space is transformed into a theological medium for character formation and spiritual transmission. The study concludes that the effectiveness of leader multiplication is determined by a shift from person-centered leadership to a system-inspired approach that integrates digital capabilities with biblical integrity. Strategic implications suggest that churches must adopt a digital mindset and establish digital leadership laboratories to ensure the sustainability of their mission among Generation Z.

This study aims to analyze the influence of digital leadership, digital transformation, and circular economy practices on the economic performance of weaving SMEs and their contribution to the achievement of the Sustainable Development Goals (SDGs). This study employed a quantitative approach with an explanatory research design. Data were collected from 98 weaving SME owners or managers through questionnaires and analyzed using validity testing, reliability testing, classical assumption tests, and linear regression analysis. The findings show that digital leadership has a positive and significant effect on the economic performance of weaving SMEs. Digital transformation also has a positive and significant effect by expanding market access, improving operational efficiency, and strengthening customer relationships. In addition, circular economy practices have a positive and significant effect through resource efficiency, production waste reduction, and the creation of added value from residual materials. These findings indicate that the integration of digital leadership, digital transformation, and circular economy practices is a strategic approach to enhancing the competitiveness of weaving SMEs while supporting the achievement of the SDGs. This study contributes to the development of cultural-based SME studies by positioning digitalization and sustainability as key foundations for strengthening local economic performance.

The adoption of holocratic leadership systems has become a crucial strategy for startups navigating market volatility, which demands organizational agility through the elimination of traditional hierarchies. This study aims to analyze the transformation of the Human Resource (HR) department's role within holocratic systems and its impact on HR efficiency in startup environments. Employing an integrative literature review approach, this research synthesizes various findings from reputable global and national journals published within the last five years to map the shifts in managerial functions. The results indicate that in structures devoid of conventional managers, the HR role transforms from a controlling authority into a system architect and governance facilitator that maintains compliance with the organizational constitution. HR efficiency is achieved through clear authority distribution within dynamic roles, transparent peer-to-peer feedback mechanisms, and the removal of slow bureaucratic coordination costs. The contribution of this research lies in the formulation of the "HR-as-a-Platform" conceptual model, which shifts the focus of management practices from personal supervision to systemic infrastructure optimization. The practical implications provide a guide for startup founders to re-engineer HR functions to support individual autonomy without sacrificing operational stability. This study confirms that the success of non-hierarchical organizations relies heavily on the integration of radical autonomy and robust digital protocols facilitated by the newly defined HR function.

Digital transformation has driven significant changes in organizational management systems, thus demanding adaptive leadership and organizational agility as a key prerequisite for surviving in a dynamic environment. This study aims to analyze the relationship between adaptive leadership and organizational agility in the context of digital transformation through the Systematic Literature Review (SLR) approach. Data were obtained from accredited national journals and relevant international literature, then analyzed using thematic analysis techniques to identify patterns of relationships between variables. The results of the study show that adaptive leadership plays an important role in increasing organizational agility indirectly through strengthening organizational learning and dynamic capabilities. Organizational learning serves as the main mechanism that allows organizations to adapt through the continuous learning process, while dynamic capabilities are the link in transforming learning into strategic responses. Digital transformation accelerates the need for organizations to have a high level of agility in the face of change. In conclusion, organizational agility is the result of systemic processes influenced by adaptive leadership, organizational learning, and dynamic capabilities. This study makes a theoretical contribution to the development of the literature on leadership and strategic management in the digital age as well as practical implications for organizations in improving adaptability to the ever-changing environment.

The success of information systems projects in the digital transformation era is often hindered by unhealthy team dynamics, even when technical aspects have been optimally met. This study aims to analyze the synergy between inclusive communication strategies and digital leadership styles in building team health and sustainable performance. The research method employed is a qualitative literature study, integrating variables such as digital leadership, psychological safety, and knowledge management. The results indicate that digital leadership serves as a primary catalyst in creating a psychologically safe work environment, which in turn enhances the creative self-efficacy of team members. Synergy is effectively established when leaders adopt transparent communication channels through digital collaboration tools to mitigate role conflict and technostress within hybrid work environments. Furthermore, knowledge coordination is proven to strengthen team cohesiveness through the conversion of personal knowledge into strategic organizational assets. The study concludes that the integration of empathic communication and adaptive leadership is the fundamental basis for the cognitive, psychological, and operational health of the team. This research produces a managerial synergy framework to mitigate the risk of project failure caused by human factors in the digital era.

Penelitian ini bertujuan untuk menganalisis peran kepemimpinan digital, knowledge sharing baik secara langsung maupun tidak langsung melalui perilaku inovasi terhadap kinerja pegawai pada pegawai Kecamatan se-Kabuptaen Pemalang. Populasi yang digunakan pada penelitian ini adalah pegawai ASN sebanyak 217 responden. Sampel yang digunakan menggunakan rumus slovin sebanyak 141 responden. Sumber data yang digunakan data primer, dengan metode pengumpulan data kuesioner. Teknik analisis yang digunakan adalah Partial Least Square. Hasil penelitian menunjukkan bahwa kepemimpinan digital berpengaruh positif dan signifikan terhadap kinerja pegawai, knowledge sharing berpengaruh positif dan signifikan terhadap kinerja pegawai. Kepemimpinan digital berpengaruh positif dan signifikan terhadap perilaku inovasi, knowledge sharing berpengaruh positif dan signifikan terhadap perilaku inovasi. Perilaku inovasi berpengaruh positif dan signifikan terhadap kinerja pegawai. Perilaku inovasi dapat memediasi pengaruh kepemimpinan digital terhadap kinerja pegawai dan perilaku inovasi dapat memediasi pengaruh knowledge sharing terhadap kinerja pegawai.

digital baik secara langsung maupun tidak langsung melalui komitmen organisasi pada pegawai Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kabupaten Pemalang. Populasi yang digunakan pada penelitian ini adalah pegawai yang bekerja di Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kabupaten Pemalang dengan jumlah 64 orang pegawai, dengan teknik pengambilan sampel menggunakan sample jenuh. Sumber data yang digunakan data primer, dengan metode pengumpulan data kuesioner. Teknik analisis yang digunakan adalah Partial Least Square. Hasil penelitian menunjukkan bahwa berbagi pengetahuan berpengaruh positif dan signifikan terhadap kinerja pegawai, kepemimpinan digital berpengaruh positif dan signifikan terhadap kinerja pegawai. Komitmen organisasi berpengaruh positif dan signifikan terhadap kinerja pegawai. Berbagi pengetahuan berpengaruh posotif dan signifikan terhadap komitmen organisasi, kepemimpinan digital berpengaruh positif dan signifikan terhadap komitmen organisasi. Komitmen organisasi dapat memediasi pengaruh berbagi pengetahuan tehadap kinerja pegawai dan komitmen organisasi dapat memediasi pengaruh kepemimpian digital terhadap kinerja pegawai

This study aims to analyze the role of spiritual leadership of the kiai in strengthening the organizational resilience of Al-Asy’ary Islamic Boarding School in the era of Society 5.0. The research employs a qualitative approach with a case study design. Data were collected through in-depth interviews with the kiai, teachers, and students, as well as observation and supporting documentation. Data analysis followed the interactive model of Miles, Huberman, and Saldaña, consisting of data condensation, data display, and conclusion drawing. The findings indicate that the kiai’s spiritual leadership is a key determinant of pesantren resilience through the integration of transcendental, ethical-humanistic, and adaptive-progressive dimensions. The kiai successfully guides the selective and meaningful use of digital technology by positioning it as a means of service (khadam), rather than an end in itself. Leadership practices based on role modeling, moral values, and spiritual reinforcement foster students’ moral autonomy and create a stable organizational climate amid digital disruption. This study concludes that the resilience of traditional pesantren in the Society 5.0 era lies in the strength of spiritual values sustained through adaptive and continuous spiritual leadership.

This study aims to understand the meaning of adaptive leadership in modern organizations facing transformations in work culture during the era of disruption. Using a phenomenological qualitative approach within the social constructivist paradigm, this research explores the lived experiences of leaders in interpreting change, uncertainty, and human values amid digitalization and organizational complexity. Data were collected through in-depth interviews and non-participant observation involving eight leaders from various industrial sectors in Indonesia and were analyzed using Colaizzi’s phenomenological analysis technique. The findings reveal that adaptive leadership is understood as a reflective and social process rooted in value awareness, empathy, and collective learning capacity. Adaptive leaders not only direct change but also facilitate learning and build trust through open communication and collaborative work cultures. Adaptive values such as flexibility, empathy, and moral reflection are key to shaping inclusive and sustainable organizational cultural transformation. Theoretically, this study extends the discourse on adaptive leadership within phenomenological and social contexts, while practically emphasizing the importance of value-based reflective leadership in navigating disruptive change.

Leadership plays a crucial role in realizing digital transformation. Leaders who possess the ability to lead and utilize technology are called digital leaders. The era of information technology development, artificial intelligence, and the use of big data in the government sector will help improve services and accelerate work. The purpose of this study is to determine the role of digital leadership in digital transformation in the government sector. The research method used is a qualitative method with a literature study approach. The results show that the role of digital leadership is crucial in realizing digital transformation. By utilizing information technology, work processes in the government sector will be increasingly facilitated. In addition, the use of big data will simplify the decision-making process by leaders. Digital leadership also influences organizational culture, creating an environment that is more adaptive to technological changes. This enables government organizations to innovate more quickly in facing global challenges and increase operational efficiency. Furthermore, digital leadership also encourages collaboration between government agencies to achieve the common goal of accelerating digital transformation.