<![CDATA[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.]]>
