Nawir Rahman
Department of Public Administration, Universitas Bosowa, Makassar, South Sulawesi

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Transformational Leadership, Knowledge Sharing, and Health Policy: A Qualitative Study in Organizational Contexts Suprapto Suprapto; Nawir Rahman
Jurnal Edukasi Ilmiah Kesehatan Vol. 4 No. 1 (2026): January - April
Publisher : Edukasi Ilmiah Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61099/junedik.v4i1.216

Abstract

Introduction: Introduction: Knowledge sharing is essential for organizational learning and public sector performance, yet hierarchical bureaucratic cultures often inhibit open knowledge exchange. Transformational leadership has been proposed as a critical social enabler, but contextual qualitative evidence remains limited, particularly in Indonesian public sector organizations. Methods: This study employed a qualitative phenomenological design involving 20–25 participants from Indonesian public institutions. Data were collected through semi-structured in-depth interviews and analyzed using thematic analysis. Trustworthiness was ensured through member checking, peer debriefing, and audit trails. Results: The findings reveal that transformational leadership fosters sustainable knowledge-sharing practices through sequential socio-psychological mechanisms. Psychological safety emerged as the foundational condition, followed by the development of interpersonal trust and intrinsic motivation. These mechanisms institutionalized reciprocal norms that normalized voluntary knowledge exchange. However, hierarchical structures and power distance moderated the strength of these effects. Conclusion: Transformational leadership enhances knowledge sharing indirectly by shaping relational climate rather than through formal authority. Leadership development integrated with cultural reform initiatives represents a strategic intervention to strengthen organizational learning and performance within the public sector and public health systems
Role of transformational leadership of primary health center heads in the success of the national immunization program: a qualitative study Nawir Rahman
Jurnal Ilmiah Kesehatan Sandi Husada Vol. 15 No. 1 (2026): January - June
Publisher : LPPM Politeknik Sandi Karsa, South Sulawesi, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35816/jiksh.v15i1.208

Abstract

Introduction: The National Immunization Program is a cornerstone of public health policy; however, variations in immunization performance persist at the primary health care level. Leadership at Primary Health Centers (Puskesmas) plays a crucial role in translating national policies into effective local implementation. Transformational leadership has been increasingly recognized as a potential mechanism for strengthening program performance, yet qualitative evidence from primary health care settings in low- and middle-income countries remains limited. This study aimed to explore the role of transformational leadership exercised by heads of Primary Health Centers in supporting the success of the National Immunization Program. Research Methodology: A qualitative descriptive–exploratory design was employed. In-depth, semi-structured interviews were conducted with 23 purposively selected informants, including heads of Primary Health Centers and health workers directly involved in immunization services. Data were analyzed using thematic analysis to identify key leadership-related mechanisms influencing program implementation. Results: Four interrelated themes emerged from the analysis: vision-oriented leadership, empowerment and motivation of health workers, team collaboration and coordination, and community engagement and trust building. Clear vision-setting by leaders aligned staff efforts with immunization targets, while supportive supervision and participatory decision-making enhanced health worker motivation. Effective teamwork facilitated adaptive problem-solving in response to operational challenges, and active community engagement strengthened public trust and acceptance of immunization services. Conclusion: The findings indicate that transformational leadership at the primary health care level supports successful immunization program implementation through integrated leadership practices that combine strategic vision, workforce empowerment, collaboration, and community engagement. Strengthening the capacity for transformational leadership among Primary Health Center heads may enhance the sustainability and effectiveness of national immunization programs in decentralized health systems.