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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.

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.

 This study examines women’s transformational leadership in educational institutions through a systematic literature review approach. The increasing involvement of women in leadership positions in schools and universities has attracted academic attention to understand their contribution to organizational development and the improvement of educational quality. This study aims to synthesize recent empirical research findings on women’s transformational leadership in education. The method used was a Systematic Literature Review (SLR) by identifying, evaluating, and synthesizing relevant studies published between 2021–2026 through academic databases such as Google Scholar and ScienceDirect using the keywords “transformational leadership,” “women leadership,” and “education or school.” After a selection process based on inclusion and exclusion criteria, 15 empirical articles were analyzed. The findings indicate that female leaders tend to demonstrate transformational leadership characteristics, including inspirational motivation, intellectual stimulation, idealized influence, and individualized consideration. These leadership practices positively affect teacher motivation and performance, organizational commitment, organizational climate, and learning innovation. However, women in leadership positions still face challenges such as gender stereotypes, structural bias, and social expectations regarding gender roles, indicating the need for institutional support and more inclusive policies.

Bureaucratic rigidity is a form of public administration pathology that remains a serious problem in Indonesian governance. The bureaucracy's rigid, hierarchical nature, slow decision-making, and resistance to change are major obstacles to the government's digital transformation process. Amidst the demands of the digital era, which prioritizes speed, transparency, and efficiency, an unadaptive bureaucracy actually slows down innovation in public services and erodes public trust in the government. This study aims to analyze bureaucratic rigidity as a disease in public administration and its impact on the implementation of digital transformation in Indonesia. The method used is a qualitative approach with a literature review. The results indicate that bureaucratic rigidity is caused by a conservative organizational culture, complicated regulations, and low human resource capacity to adapt to technology. Furthermore, a lack of system integration and weak transformational leadership exacerbate these conditions. Digital transformation is not merely a technological issue, but a paradigm shift in governance. Therefore, comprehensive bureaucratic reform is needed, including simplifying procedures, strengthening the digital competency of civil servants, and shifting the work culture to be more flexible and innovative. Thus, an adaptive and responsive bureaucracy can be realized as the foundation of an effective digital government that is oriented towards public services.

Organizations in the digital era face rapid and unpredictable changes characterized by volatility, uncertainty, complexity, and ambiguity, requiring strategic adaptation and effective change management. This study aims to synthesize empirical findings on the role of change management strategies, adaptive leadership, innovative organizational culture, and employees’ psychological readiness in supporting digital transformation and improving employee performance. The research employs a Systematic Literature Review (SLR) approach based on PRISMA 2020 guidelines, analyzing 23 selected peer-reviewed articles published between 2021 and 2026. The findings indicate that successful digital transformation is not solely determined by technological advancement but largely influenced by human-centered factors. Adaptive and transformational leadership plays a critical role in fostering trust, reducing resistance, and maintaining employees’ emotional stability during organizational change. Furthermore, an innovative organizational culture, transparent communication, and continuous training significantly enhance employee engagement, adaptability, and performance. Psychological factors such as stress and resistance can either hinder or support change outcomes depending on how they are managed. The study highlights the importance of integrating technological, structural, and human aspects to achieve sustainable organizational transformation. The implications suggest that organizations should prioritize human-centered change strategies, strengthen digital literacy, and promote adaptive leadership to remain competitive in the Society 5.0 era.

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 quantitative study examines the influence of information quality, work engagement, and leadership style on decision making effectiveness among employees of a manufacturing company. Data were collected from 100 respondents using accidental sampling technique. Multiple linear regression analysis revealed that all three independent variables simultaneously affect decision making effectiveness. Partially, information quality, work engagement, and leadership style each have significant positive effects on decision making effectiveness. Leadership style demonstrates the strongest influence, followed by information quality and work engagement. The regression equation indicates positive contributions from all predictors. The coefficient of determination shows that the three predictors collectively explain a substantial portion of variance in decision making effectiveness. Findings suggest manufacturing companies should prioritize transformational leadership development programs, conduct information system audits, and implement work engagement initiatives to enhance decision making effectiveness. Future research should expand to other industries, add organizational culture variables, and employ longitudinal designs.

Leadership is an essential element in human life, particularly within a social and organizational context. Transformational leadership plays a vital role in shaping the performance and motivation of organizational members. This research adopts a descriptive qualitative method with a case study approach, enabling a deep and systematic exploration of leadership phenomena. The study aims to analyze the implementation of transformational leadership in the Student Association of the Management Department (HIMA) at Universitas Muhammadiyah Bandung for the 2024–2025 period. Based on the theory proposed by McShane and Von Glinow (2010), the results indicate that transformational leadership has a positive contribution to organizational engagement, motivation, and teamwork among student leaders.  

Global business environmental uncertainty, triggered by "Black Swan" phenomena, demands that organizations transform beyond passive resilience toward anti-fragility capabilities, where Human Resource (HR) systems actually grow stronger through market disruptions. This study aims to analyze the concept of anti-fragility within organizational leadership, explain the role of transformational leadership in shaping anti-fragile employees, and identify organizational strategies for navigating market uncertainty. The approach employed is a narrative literature review using content analysis techniques across various reputable scientific journals, anti-fragility theory, and organizational case studies such as Disney+, Zoom, and Tractor Supply. Research findings indicate that transformational leadership acts as a primary catalyst that builds anti-fragility through intellectual stimulation, decentralized autonomy, and the creation of a culture that learns from failure. Organizational strategies prioritizing resource flexibility, cross-skilling, and optionality have proven effective in converting crisis stressors into opportunities for innovation and performance growth. The contribution of this article lies in the development of an "Anti-Fragile Leadership" conceptual framework that integrates the philosophical principles of anti-fragility into strategic HRM practices. The practical implications provide a guide for organizational leaders to design work systems that are adaptive and proactive toward market volatility, ensuring that organizations not only survive but thrive from chaos.

The restructuring of Indonesian state-owned enterprises (SOEs) and their subsidiaries following the establishment of Danantara has generated new organizational demands, particularly regarding employees’ psychological preparedness for change. This article develops a quantitative research framework to examine the effects of change communication, transformational leadership, job insecurity, and organizational culture on employees’ readiness for change, with perceived organizational support serving as a moderating variable. The study is designed as an explanatory survey targeting employees of PT Krakatau Steel subsidiaries affected by restructuring. Data are intended to be collected using a five-point Likert-scale questionnaire and analyzed through partial least squares structural equation modeling (PLS-SEM). The article proposes that change communication, transformational leadership, and organizational culture positively influence readiness for change, whereas job insecurity exerts a negative effect. In addition, perceived organizational support is expected to strengthen the positive effects of change communication, transformational leadership, and organizational culture while attenuating the negative effect of job insecurity. The article contributes to the organizational behavior literature by offering a contextually grounded framework for understanding employee responses to restructuring in SOE subsidiaries. It further highlights the strategic importance of organizational support in sustaining employees’ readiness to navigate changes in governance, work systems, and organizational direction.

This study seeks to investigate the direct impact of digital transformational leadership on employee engagement and to analyze the mediating function of work-life balance within higher education institutions in Medan. A quantitative methodology was utilized, employing a survey technique with a structured questionnaire disseminated to professors at higher education institutions in North Sumatra Province. The study's population and sample consisted of 120 permanent academics in North Sumatra Province. We utilized a questionnaire to collect data and Structural Equation Modeling (SEM) to analyze it. The findings indicated that digital transformative leadership exerted a favorable and significant impact on lecturer engagement. Nonetheless, work-life balance was not demonstrated to be a significant mediator or moderator in this relationship. This study demonstrates that within the framework of digital transformation, professor engagement is more significantly affected by leadership practices than by perceptions of work-life balance. Digital leadership that works can give teachers more power and make them more interested, but problems that come with the digital invasion need to be handled carefully. This study suggests that companies, particularly higher education institutions, should prioritize the enhancement of digital leadership capacity to sustain and elevate employee engagement in the digital age.

Leadership constitutes a critical determinant of organizational efficiency, yet the relationship between leadership styles and administrative effectiveness remains incompletely understood, particularly across different institutional contexts. This comparative study examines how transformational, transactional, and laissez-faire leadership styles influence administrative efficiency in public and private sector institutions in Indonesia. Using a mixed-methods approach, quantitative data were collected from 428 employees across 28 public institutions and 24 private organizations through validated survey instruments; qualitative data were gathered through 36 semi-structured interviews with organizational leaders and managers. Results reveal significant positive relationships between transformational leadership and administrative efficiency in both sectors (β = 0.54, p < 0.001 for public; β = 0.48, p < 0.001 for private), with transactional leadership showing moderate positive effects (β = 0.32 public; β = 0.38 private) and laissez-faire leadership demonstrating negative relationships (β = −0.28 public; β = −0.24 private). Leadership styles collectively explain 52% of efficiency variance. Mediation analysis reveals that organizational culture (28%), employee engagement (35%), and trust in leadership (22%) partially mediate transformational leadership's effects, together accounting for 62% of total indirect effects. Sector differences emerged qualitatively: transformational leadership leverages public service motivation in public institutions, while transactional leadership's performance accountability resonates more strongly in private organizations. The study contributes theoretical understanding of leadership effectiveness across institutional contexts and provides practical guidance for developing contextually appropriate leadership development programs.

Leadership is the key to success in educational institutions, transformational leadership always emphasizes the vision, mission, and goals of the institution and motivates all school members to cooperate in advancing the institution. Transformational leadership implemented at SMAN 2 and MAN 2 Kediri City is able to bring positive changes and encourage better achievements. Educational institutions whose leaders implement transformational leadership tend to be more active and adaptive to change. This research model uses a qualitative approach with a multi-case study design. Data collection techniques use in-depth interviews, participant observation, and documentation. Data analysis techniques use condensation, data display, and drawing conclusions. The findings are that the principal drives teacher professionalism by encouraging followers to imitate his positive behavior, be flexible, and form a personal commitment to organizational transformation. The principal acts as an inspiring motivator by providing inspirational motivation, building effective communication, and consolidating the strength of followers to support transformation.Principals hone teachers' intellectual abilities by involving them in decision-making, preparing them for challenges, and providing coaching, feedback, and evaluation. Principals act as role models by providing personal feedback, rewarding them, and promoting the achievement of the institution's goals.

Employee engagement is a critical factor in enhancing organizational performance, including in public sector organizations such as state-owned enterprises (BUMN). Low leadership inspiration, suboptimal work systems, and insufficient organizational support can reduce employee engagement levels. This study aims to analyze the influence of transformational leadership, high performance work system (HPWS), and perceived organizational support (POS) on employee engagement. A quantitative research method with a survey design was employed. Data were collected through valid and reliable questionnaires from the entire employee population, using proportional random sampling, resulting in a sample of 100 respondents. Multiple regression analysis was conducted to examine the relationships. The results indicate that transformational leadership, HPWS, and POS have a positive and significant effect on employee engagement. These findings underscore the importance of strengthening transformational leadership, implementing high-performance work systems, and providing consistent organizational support to enhance employee engagement. Managerial recommendations include improving leadership quality, competency-based workforce planning, and developing reward systems along with a collaborative and appreciative work culture.

The healthcare sector is increasingly confronted with a VUCA environment (Volatility, Uncertainty, Complexity, and Ambiguity), requiring hospitals to adopt adaptive, resilient, and innovative strategies. This study aims to systematically review the evidence on smart hospital strategies in responding to uncertainty, particularly in improving service quality, operational efficiency, and patient satisfaction. A systematic literature review was conducted using major academic databases, including Scopus-indexed sources, Google Scholar, and Semantic Scholar, covering publications from 2020 to 2026. Articles were selected based on predefined inclusion criteria focusing on hospital management strategies in dynamic and uncertain environments. A total of 10–15 relevant studies were included and analyzed using thematic synthesis. The findings indicate that key strategies in addressing VUCA challenges include digital transformation (e.g., electronic medical records and telemedicine), adaptive and transformational leadership, agile management approaches, and patient-centered care. Digital technologies significantly improve efficiency and decision-making processes, while agile and adaptive leadership enhances organizational responsiveness and resilience. However, several studies highlight that technological advancement alone is insufficient without integrating humanistic values such as empathy, communication, and trust. In conclusion, the most effective hospital strategies in a VUCA world are those that integrate technological innovation with human-centered care. Hospitals must develop flexible, data-driven, and patient-oriented systems to ensure sustainability and competitiveness in uncertain environments. Future research should focus on longitudinal and experimental designs to strengthen causal evidence and explore the integration of digital systems with humanistic healthcare values.

The purpose of this study is to analyze the synergy of humanistic and transformational leadership in building adaptability and digital competence of civil servants in the era of digital transformation. The research uses a narrative literature review approach by analyzing various literature from leading academic databases. The findings indicate that humanistic leadership creates a psychological foundation through empathy, respect for individual dignity, and psychological safety that facilitates civil servants to adapt to change without fear of failure. Meanwhile, transformational leadership acts as a catalyst by providing inspirational vision, intellectual stimulation, and motivation to master digital competencies. The synergy of these two leadership styles creates a holistic development ecosystem: humanistic leadership provides psychological safety to take learning risks, while transformational leadership provides energy and direction for continuous innovation. The theoretical implications of this research enrich the treasury of leadership theory in the context of public bureaucracy by identifying the complementary mechanisms of both leadership styles. Practical implications provide guidance for agency leaders to integrate humanistic values and transformational approaches in HR development programs to prepare civil servants who are resilient, adaptive, and digitally competent in facing the challenges of technological disruption and increasingly complex public service demands in the Society 5.0 era.

This study investigates the direct and indirect effects of transformational leadership and digital literacy on civil servant performance through the mediating role of adaptability. The research population comprised all 75 employees at the Regional Financial Management and Local Revenue Agency (BPKPAD) of Demak Regency, Indonesia. A saturated sampling method was employed, utilizing the entire population as respondents. Primary data were collected through structured questionnaires and analyzed using Structural Equation Modeling-Partial Least Square (SEM-PLS) with SmartPLS 3.3 software. The findings reveal that transformational leadership significantly and positively influences both civil servant adaptability and performance. Digital literacy demonstrates a significant positive impact on both adaptability and performance, emerging as the most dominant factor in the research model. Civil servant adaptability significantly and positively affects performance. However, mediation analysis indicates that adaptability does not significantly mediate the relationships between transformational leadership, digital literacy, and performance, suggesting that direct effects predominate over indirect effects in the BPKPAD Demak Regency context.

This study investigates the effects of transformational leadership and work-life balance on job satisfaction, with employee engagement as a mediating variable, within the context of modern organizational work environments. Increasing job demands and performance pressures have raised concerns regarding employee psychological well-being, yet previous empirical findings on how leadership and work-life balance influence job satisfaction remain inconsistent. Therefore, this research aims to examine whether employee engagement serves as a psychological mechanism that explains the relationship between transformational leadership, work-life balance, and job satisfaction. A quantitative research approach was employed, with data collected through structured questionnaires using a Likert scale. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to test both direct and indirect relationships among variables. The results indicate that transformational leadership has a significant positive effect on employee engagement, which subsequently has a strong positive influence on job satisfaction. However, work-life balance does not demonstrate a significant direct or indirect effect on job satisfaction in this research context. Furthermore, employee engagement is proven to fully mediate the relationship between transformational leadership and job satisfaction. In conclusion, this study highlights employee engagement as a key psychological pathway through which transformational leadership enhances job satisfaction and provides practical implications for organizations to prioritize leadership development aimed at strengthening employee engagement.

This paper aims to analyze the influence of Human Resource Reform and Transformational Leadership on Civil Servant Professionalism, with Resistance to Change as a mediating variable. The research focuses on civil servants at the Semarang City Personnel, Education and Training Agency (BKPP Semarang City), an institution at the forefront of bureaucratic reform and talent management. A quantitative approach was employed through a survey of 77 civil servants using a saturated sampling technique. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the direct and mediation relationships between the research variables. The results showed that Human Resources Reform of Civil Servants and Transformational Leadership had a positive and significant effect on ASN Professionalism. Transformational Leadership was also proven to reduce Resistance to Change, while Human Resources Reform had an indirect effect through reducing resistance. In addition, Resistance to Change had a significant negative effect on ASN Professionalism and mediated the relationship between Human Resources Reform of Civil Servants and ASN Professionalism. These findings confirm that merit system reform, competency development, and inspirational leadership are key factors in improving ASN professionalism, especially when psychological and structural barriers in the form of resistance to change can be minimized. This study provides theoretical contributions in the development of a model of ASN professionalism as well as practical recommendations for local governments in strengthening the implementation of bureaucratic reform.

This study aims to analyze the effect of transformational leadership and compensation on job satisfaction with employee performance as an intervening variable at PT Cipta Kridatama Site KIM Jambi. This research employed a quantitative approach using a survey method. The population of this study consisted of all employee of PT Cipta Kridatama Site KIM Jambi totaling 862 employees. The sample was determined using the slovin formula with a 10 percent error tolerance, resulting in 90 respondents. The sampling technique used was proportionate stratified random sampling. Data were collected through structural questionnaires and analyzed using Structural Equation Modeling based on Partial Least Squares (PLS-SEM) With The Assistance Of Smartpls 3 Software.  The result of  the study indicate that transformational leadership and compensation have a positive and significant effect on employee performance. Transformational leadership and compensation also have a positive and significant effect on job satisfaction. Furthermore, employee performance has a positive adn significant effect an job satisfaction.  The mediation test result show that employee performance is able to mediate the effect of transformational leadership and compensation on job satisfaction.These findings suggest that improving job satisfaction cannot be achieved solely through leadership and compensation policies, but also requires efforts to enhance employee performance. Therefore, organizations are encouraged to implement effective transformational leadership practices and fair compensation systems to improve employee performance and job satisfaction, particularly in high demand industries such as mining services.