TRANSFORMATIONAL LEADERSHIP OF THE SUBDISTRICT HEAD IN MANAGING CIVIL SERVANTS’ PERFORMANCE IN THE DIGITALIZATION ERA: A CASE STUDY OF SAMARINDA ILIR SUBDISTRICT
DOI:
https://doi.org/10.69745/ijsspp.v4i3.212Keywords:
Digitalization, employee performance, Public Services, Subdistrict Administration, Transformational LeadershipAbstract
Digital transformation has changed the way local governments manage employees and deliver public services, requiring civil servants to adapt to digital systems and changing work practices. This study examines the implementation of transformational leadership in managing civil servants’ performance during digital transformation at Samarinda Ilir Subdistrict, Samarinda City. Using a qualitative descriptive approach, the study involved 12 informants selected through purposive sampling, consisting of the Subdistrict Head, managerial officials, civil servants, and community service users. Data were collected through in-depth interviews, non-participatory observation, and documentation, and analyzed using the interactive model of Miles, Huberman, and Saldaña. The findings show that the four dimensions of transformational leadership were reflected in the Subdistrict Head’s managerial practices. Idealized influence was demonstrated through discipline, responsibility, and exemplary behavior, while inspirational motivation encouraged employees to remain committed and adapt to digital work requirements. Intellectual stimulation emerged as the most prominent dimension because it directly addressed differences in digital competency through continuous learning, technical guidance, peer assistance, and changes in work practices. Individualized consideration was reflected in support provided according to employees’ different levels of technological readiness and work difficulties. The implementation of transformational leadership was supported by employees’ willingness to learn, competency development initiatives, peer assistance, and available facilities, while unequal digital competence, unstable internet connectivity, technical problems, and varying levels of public digital literacy remained challenges. The study contributes to transformational leadership research by demonstrating how its four dimensions operate in the practical management of digital transformation at the subdistrict level of local government.
References
Ahmad, A., Ambad, S. N. A., Mohd, S., & Lajuni, N. (2020). The effect of transformational leadership on employees’ performance in Malaysia’s public sector. International Journal of Academic Research in Business and Social Sciences, 10(11), 1396–1407. https://doi.org/10.6007/IJARBSS/v10-i11/8363
Ahn, M. J., & Chen, Y.-C. (2022). Digital transformation toward AI-augmented public administration: The perception of government employees and the willingness to use AI in government. Government Information Quarterly, 39(2), Article 101664.
https:// doi.org/10.1016/j.giq.2021.101664
Almusthofa, A. A., & Al Hafis, R. I. (2026). The Effect of Information Transparency and Digital Accountability on Public Service Satisfaction in Rancamanyar Village. Indonesian Journal of Social Sciences, Policy and Politics, 4(3), 110–113. https://doi.org/10.69745/ijsspp.v4i3.200
Andarini, M. (2026). Implementation of Transformational Leadership in Public Policy : Evidence from Public Service Organizations. International Journal of Integrative Sciences, 5(5), 613–628. https://doi.org/10.55927/ijis.v5i5.28
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology press.
BPS Kota Samarinda. (2025). Kecamatan Samarinda Ilir Dalam Angka 2025. BPS Kota Samarinda/BPS – Statistics of Samarinda Municipality.
Isnanda, D., Karmila, K., Akbar, M. N. F., & Hardjowikarto, D. (2024). Impact of Work Environment and Transformational Leadership on Employee Performance in Government Institutions: Mediating Role of Job Satisfaction. International Journal Of Humanities Education and Social Sciences (IJHESS), 3(6 SE-Social Science), 3025–3035. https://doi.org/10.55227/ijhess.v3i6.1045
Kusanke, K., Kendziorra, J., Pilgenröder, S., & Winkler, T. J. (2024). Maßnahmen für den Aufbau von Digital Leadership Kompetenzen für Führungskräfte im öffentlichen Sektor. HMD Praxis Der Wirtschaftsinformatik, 61(1), 202–219. https://doi.org/10.1365/s40702-023-01026-3
Miles, M. B., Huberman, & Saldana, J. (2014). Qualitative data analysis: A methods sourcebook.
Muhtarom, M., Rahardja, U., Sunarya, P. A., & Freeman, A. (2026). Digital Transformation in Public Administration through Digital Leadership to Improve Government Efficiency Transformasi Digital dalam Administrasi Publik melalui. Technomedia Journal, 11(1), 1–11.
https://doi.org/10.33050/tmj.v11i1.2641
Namatovu, A., & Kyambade, M. (2025). Assessing the Impact of Digital Leadership on Public Sector Performance : The Mediation Role of Digital Transformation in Developing Economies. SAGE Open, 15(3). https://doi.org/10.1177/21582440251367585
Nurhamdi, N., Bukit, P., & Akbar, A. (2025). The Influence of Transformational Leadership and Organizational Culture on Public Service Quality Through Innovation at the Transportation Agency of West Tanjung Jabung Regency. Journal of Accounting and Finance Management, 6(4), 2180–2190. https://doi.org/10.38035/jafm.v6i4
Saadah, M., & Agustiyara. (2024). Transformational Leadership and Dynamic Managerial Capabilities in Public Sector Innovation. Jurnal Bina Praja, 16(1), 201–214.
https://doi.org/10.21787/jbp.16.2024.201-214
Sihombing, R. B., Serma, Sahira, & Vebryani, P. (2025). Factors That Influence Employee Performance: Satisfaction, Commitment, Motivation. Indonesian Journal of Social Sciences, Policy and Politics, 3(3), 191–194.
https://doi.org/10.69745/ijsspp.v3i3.158
Sugiyanto, H. (2025). The Evolution of Public Sector Leadership in the Era of Digital Transformation. International Journal of Public Administration and Policy, 1(1), 23–30. https://doi.org/10.58290/ijpap.v1i1.14
Suryanto, M., & Rachmawati, R. (2025). The Role of Transformational Leadership, Organizational Identification, Employee Voice, Psychological Capital, and Innovation Climate in Shaping Innovative Work Behavior in Public Sector Employees. Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE), 8(2 SE), 4513–4527. https://doi.org/10.31538/iijse.v8i2.6112
Syahril, M., & Ratna, I. (2025). The Influence of Knowledge and Work Experience on Employee Performance at BKKBN Representatives in Riau Province. Indonesian Journal of Social Sciences, Policy and Politics, 3(1), 1–6.
https://doi.org/10.69745/ijsspp.v3i1.114
Yusuf, M., Satian, H. M. R., Bernandito, R. B., Nurhasanah, N., Irwani, I., & Setyoko, P. I. (2023). International Journal of Data and Network Science Exploring the role of digital leadership and digital transformation on the performance of the public sector organizations. International Journal of Data and Network Science, 7(4), 1983–1990. https://doi.org/10.5267/j.ijdns.2023.6.014
Zam, E. Z., Amin, S., Johannes, J., & Rosita, S. (2025). Digital leadership and employee performance in the public sector organizations : An investigation of organizational learning , dynamic capability and digital capability as mediation. 7(9), 2025448. https://doi.org/10.31893/multiscience.2025448
.