<![CDATA[The institutional transformation of State Islamic Higher Education Institutions (PTKIN) requires a leadership model that is not only adaptive to external dynamics but also capable of ensuring the sustainability of internal organizational change. This study focuses on developing a sustainable leadership model within the institutional transformation of Kiai Haji Achmad Siddiq State Islamic University (UIN KHAS) Jember, which has undergone a status transition from STAIN to IAIN and subsequently to UIN between 1997 and 2024. The core problem lies in the imbalance between the acceleration of structural changes and the readiness of human resources, institutional governance, and social legitimacy. Employing a qualitative phenomenological approach, this research utilizes in-depth interviews, observations, and document analysis to explore the meaning of leadership within the process of institutional transformation. The findings reveal that the success of transformation is determined not only by the strength of leadership vision, but also by two interrelated dimensions: effective communication and adaptive networking. These findings are reinforced through the BAJA (Language/Communication and Social Network) approach, which functions as a strategic instrument for building legitimacy, strengthening institutional cohesion, and expanding collaborative networks. This study results in a conceptual model of sustainable leadership that is both applicable and contextually relevant to PTKIN, while offering theoretical, practical, and academic contributions to the development of value-based and sustainability-oriented leadership studies]]>
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