<![CDATA[The VUCA era characterized by volatility, uncertainty, complexity, and ambiguity requires higher education institutions to develop adaptive capabilities in managing human resources. This study aims to analyze the implementation of transformational leadership in managing human resource changes at the Faculty of Social and Cultural Sciences, Universitas Pakuan. A qualitative case study approach was employed. Data were collected through in-depth interviews, observations, and documentation involving faculty leaders, department heads, lecturers, and administrative staff. Data were analyzed using thematic analysis through open coding, axial coding, and thematic interpretation. The findings indicate that transformational leadership significantly contributes to human resource change management through four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Idealized influence and inspirational motivation strengthen organizational trust, commitment, and motivation toward change. Intellectual stimulation promotes innovation and digital transformation through the implementation of Learning Management Systems (LMS), although digital competency gaps remain evident. Meanwhile, individualized consideration requires further enhancement due to limited personalized approaches to individual needs. The study further reveals that human resource adaptability and organizational resilience serve as critical mechanisms in responding to VUCA challenges. The study proposes an Adaptive Transformational Leadership Model for the VUCA Era, illustrating the interaction among transformational leadership dimensions, human resource adaptability, and organizational resilience in supporting successful organizational change within higher education institutions]]>
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