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All Journal International Journal of Management Science and Information Technology (IJMSIT) International Journal of Education Management and Religion
Nurul Qomariyah
Universitas Muhammadiyah Jember
Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Social Sciences Other

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Transformational Leadership In Building Sustainable Human Resources In The Digital Era Vivi Indriani; Trias Setyowati; Nurul Qomariyah
International Journal of Education Management and Religion Vol. 3 No. 2 (2026): July 2026
Publisher : Pondok pesantren As-salafiyah As-Safi'iyyah

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71305/ijemr.v3i2.1163

Abstract

The rapid advancement of digital technology has reshaped organizational systems, work structures, and human resource practices across all sectors. As automation, artificial intelligence, and data-driven processes increasingly define operational models, organizations face the urgent challenge of sustaining a capable, motivated, and future-ready workforce. In this context, leadership becomes a determining factor in navigating digital transformation effectively. This study examines the role of transformational leadership in building sustainable human resources in the digital era. Transformational leadership characterized by vision, inspiration, intellectual stimulation, and individualized consideration aligns strongly with the demands of digital transformation, where continuous learning, adaptability, and innovation are essential. Drawing on an integrative literature review, this study synthesizes findings from recent empirical and conceptual works to identify how leadership influences employee motivation, skill development, and long-term organizational sustainability. The analysis shows that transformational leaders foster intrinsic motivation, strengthen psychological readiness for change, and promote a culture of learning and collaboration. These leadership behaviors help reduce resistance to technological disruption and support the development of digital competencies. Moreover, transformational leadership reinforces human-centered values, ensuring that technological advancement is balanced with employee well-being and organizational ethics. The findings highlight that sustainable human resource development depends not only on technological investment but also on leadership capacity to inspire trust, cultivate a supportive culture, and guide employees through ongoing change. This study concludes that transformational leadership serves as a strategic driver for creating resilient, innovative, and sustainable human resources capable of thriving in the digital era.
Organizational Support, Workload, and Role Conflict in Work-Life Balance as a Driver of Directorate General of Taxes Employee Performance: A Study at Jember Tax Office Iqbal Rush Aviciena; Nurul Qomariyah; Ni Nyoman Putu Martini
International Journal of Management Science and Information Technology Vol. 4 No. 2 (2024): July - December 2024
Publisher : Lembaga Komunitas Informasi Teknologi Aceh (KITA), Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35870/ijmsit.v4i2.2792

Abstract

Improving employee performance as part of efforts to enhance organizational performance should be a priority to achieve effectiveness and efficiency in the management of government agencies, particularly at Directorate General of Taxes as one of strategic government institution. The research aims to investigate how work-life balance influences the performance of Directorate General of Taxes employees at Jember Tax Office. The factors examined include organizational support, workload, and role conflict. The method used in this research is Structural Equation Modeling-Partial Least Square (SEM-PLS). Data were collected through google form questionnaires filled by 91 employees of Jember Tax Office. The findings indicate that role conflict negatively impacts employee performance directly and indirectly through the mediation of work-life balance. Conversely, organizational support and workload do not directly affect employee performance but show a significant indirect influence through the mediation of work-life balance. The Directorate General of Taxes needs to consider the level of role conflict that may arise for employees with each policy being formulated. Management also needs to pay attention to the organizational support and workload implemented, as they indirectly affect employee performance through the mediation of work-life balance
Co-Authors Iqbal Rush Aviciena Ni Nyoman Putu Martini G Trias Setyowati Vivi Indriani