The Role of Leadership and Digital Culture in Enhancing Organizational Sustainability in Higher Education: A Case Study at Universitas Kristen Indonesia Tomohon
DOI:
https://doi.org/10.36526/sosioedukasi.v14i3.6142Keywords:
Digital leadership; Digital culture; Organizational sustainability; Higher education; Faith based institutionAbstract
This study explores the interaction between leadership, digital culture, and organizational sustainability within the context of digital transformation at Universitas Kristen Indonesia Tomohon (UKIT), a faith-based higher-education institution in Eastern Indonesia. Employing a qualitative case study design, data were collected through in-depth interviews with 15 key informants, strategic document analysis, and observational notes. Thematic analysis revealed that value-driven transformative leadership serves as the central catalyst for digital adoption, with senior leaders actively modeling digital practices and framing technology as an extension of the Christian mission and service. The concept of "digitalization with heart" emerged as a powerful narrative that reduced resistance and fostered moral legitimacy among stakeholders. While digital culture remains in transition, generational differences and structural barriers are gradually being addressed through communities of practice and meaning-making processes that align innovation with the institutional identity. The integration of religious values into digital initiatives enabled a unique form of cultural alignment, distinguishing UKIT from secular transformation models. The impact on organizational sustainability is evident across the academic, operational, financial, and social dimensions, including improved graduation rates, reduced paper dependency, cost savings, and expanded outreach to marginalized communities. The findings suggest a reciprocal relationship among leadership, culture, and sustainability, forming a context-sensitive model of digital transformation grounded in ethical commitment and a shared vision. This study contributes to the literature by demonstrating how resource-constrained institutions can achieve sustainable digital change through holistic, value-based, and participatory approaches. It also offers practical insights for leaders of faith-based and regional universities navigating digital evolution.
References
Abro, Q., Laghari, A. A., Yin, J., Qasim, M., Hussain, A., Soomro, A., Hisbani, F., & Ashraf, A. (2024). Obligation to opportunity: Exploring the symbiosis of corporate social responsibility, green innovation, and organizational agility in the quest for environmental performance. Sustainability, 16(23), 10720.
Ali, Q., & Amin, S. (2025). Empowering Sustainable Performance: How Digital Leadership, Knowledge Sharing, and Digital Readiness Drive Success in Higher Education. Pakistan Social Sciences Review, 9(2), 471–485.
Alyakhri, M. A. K., & ABUASHOUR, T. (2025). ADAPTIVE LEADERSHIP IN TIMES OF CRISIS: STRATEGIES FOR ORGANIZATIONAL SURVIVAL AND GROWTH. Available at SSRN 5383323.
Besley, T., & Persson, T. (2024). Organizational dynamics: culture, design, and performance. The Journal of Law, Economics, and Organization, 40(2), 394–415.
Bradley, V. M. (2021). Learning Management System (LMS) use with online instruction. International Journal of Technology in Education, 4(1), 68–92.
Dhiman, S., & Kumar, V. (2020). Leadership: A Vedāntic Perspective on Values-Based Leadership. New Horizons in Positive Leadership and Change: A Practical Guide for Workplace Transformation, 381.
Elbably, M., & Zayed, A. (2025). LEADERSHIP, DIGITAL CULTURE, AND COMPETENCY: Key Success Factors for Digital Transformation in Egypt’s Public Sector. لميةللدراسات التجارية والبيئية, 16(1), 171–224.
Elugbaju, W. K., Okeke, N. I., & Alabi, O. A. (2024). Conceptual framework for enhancing decision-making in higher education through data-driven governance. Global Journal of Advanced Research and Reviews, 2(02), 16–30.
Gade, K. R. (2021). Data-driven decision making in a complex world. Journal of Computational Innovation, 1(1).
Gledson, B., Zulu, S. L., Saad, A. M., & Ponton, H. (2024). Digital leadership framework to support firm-level digital transformations for Construction 4.0. Construction Innovation, 24(1), 341–364.
Gonugunta, K. C., & Leo, K. (2024). Role of Data-Driven Decision Making in Enhancing Higher Education Performance: A Comprehensive Analysis of Analytics in Institutional Management. International Journal of Acta Informatica, 3(1), 149–159.
Gull, M., Parveen, S., & Sridadi, A. R. (2024). Resilient higher educational institutions in a world of digital transformation. Foresight, 26(5), 755–774.
Ikram, M., Zhang, Q., Sroufe, R., & Ferasso, M. (2020). The social dimensions of corporate sustainability: an integrative framework including COVID-19 insights. Sustainability, 12(20), 8747.
Isensee, C., Teuteberg, F., & Griese, K. M. (2023). Success factors of organizational resilience: a qualitative investigation of four types of sustainable digital entrepreneurs. Management Decision, 61(5), 1244–1273.
Jakobsen, M. L. F., Andersen, L. B., & van Luttervelt, M. P. (2022). Theorizing leadership credibility: The concept and causes of the perceived credibility of leadership initiatives. Perspectives on Public Management and Governance, 5(3), 243–254.
Jewapatarakul, D., & Ueasangkomsate, P. (2024). Digital organizational culture, organizational readiness, and knowledge acquisition affecting digital transformation in SMEs from food manufacturing sector. Sage Open, 14(4), 21582440241297404.
Junaedi, A. T., Renaldo, N., Yovita, I., Veronica, K., & Sudarno, S. (2023). Digital culture as a moderating factor in increasing digital literacy. Reflection: Education and Pedagogical Insights, 1(3), 116–127.
Kidanemariam, M. G. (2021). A leadership model for the optimal institutionalisation of a results-based performance measurement and management culture in an emerging economy. University of South Africa (South Africa).
Kumar, A., Krishnamurthi, R., Bhatia, S., Kaushik, K., Ahuja, N. J., Nayyar, A., & Masud, M. (2021). Blended learning tools and practices: A comprehensive analysis. Ieee Access, 9, 85151–85197.
Laukka, E., Pölkki, T., Heponiemi, T., Kaihlanen, A.-M., Kanste, O., & others. (2021). Leadership in digital health services: protocol for a concept analysis. JMIR Research Protocols, 10(2), e25495.
Liu, R., Long, J., & Liu, L. (2023). Seeking the resilience of service firms: a strategic learning process based on digital platform capability. Journal of Services Marketing, 37(3), 371–391.
Lubis, M., Hasibuan, M. A., & Andreswari, R. (2022). Satisfaction Measurement in the Blended Learning System of the University: The Literacy Mediated-Discourses (LM-D) Framework. Sustainability, 14(19), 12929.
Mayer, C.-H., von Niekerk, R., & Fouché, P. J. P. (2023). Servant Leadership During a Struggle. The Palgrave Handbook of Servant Leadership, 199.
Mohamed Hashim, M. A., Tlemsani, I., & Duncan Matthews, R. (2022). A sustainable university: Digital transformation and beyond. Education and Information Technologies, 27(7), 8961–8996.
Muadzah, S., & Suryanto, S. (2024). Organizational Culture and Resilience: Systematic Literature Review. Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA), 8(2), 1426–1440.
Mutonyi, B. R., Slåtten, T., Lien, G., & González-Piñero, M. (2022). The impact of organizational culture and leadership climate on organizational attractiveness and innovative behavior: a study of Norwegian hospital employees. BMC Health Services Research, 22(1), 637.
Nabella, S. D., Rivaldo, Y., Kurniawan, R., Nurmayunita, N., Sari, D. P., Luran, M. F., & Wulandari, K. (2022). The influence of leadership and organizational culture mediated by organizational climate on governance at senior high school in Batam City. Journal of Educational and Social Research, 12(5), 119–130.
Nielsen, J. A., Mathiassen, L., Benfeldt, O., Madsen, S., Haslam, C., & Penttinen, E. (2023). Organizational resilience and digital resources: Evidence from responding to exogenous shock by going virtual. International Journal of Information Management, 73, 102687.
Nkomo, L., & Kalisz, D. (2023). Establishing organisational resilience through developing a strategic framework for digital transformation. Digital Transformation and Society, 2(4), 403–426.
Oliveira, G., Grenha Teixeira, J., Torres, A., & Morais, C. (2021). An exploratory study on the emergency remote education experience of higher education students and teachers during the COVID-19 pandemic. British Journal of Educational Technology, 52(4), 1357–1376.
Peng, B. (2022). Digital leadership: State governance in the era of digital technology. Cultures of Science, 5(4), 210–225.
Peter, C., Andrea, C., & Pavel, K. (2023). The role of universities as the institutional drivers of innovation at the regional level. Terra Economicus, 21(1), 94–107.
Peyravinejad, Z., Van Houtte, M., & Marzooghi, R. (2025). The Role of Leadership in Academic Culture in Diverse Scientific Communities: A Systematic Literature Review. Research in Educational Administration and Leadership, 10(2), 485–540.
Plaku, A. K., & Leka, K. (2025). The role of leaders in shaping. Leadership, Learning, Well-Being, and Justice in Educational Organizations, 96.
Polly, D., Martin, F., & Guilbaud, T. C. (2021). Examining barriers and desired supports to increase faculty members’ use of digital technologies: Perspectives of faculty, staff and administrators. Journal of Computing in Higher Education, 33(1), 135–156.
Robinson, K., McKenna, B., & Rooney, D. (2022). The relationship of risk to rules, values, virtues, and moral complexity: What we can learn from the moral struggles of military leaders. Journal of Business Ethics, 179(3), 749–766.
Rüth, R., & Netzer, T. (2020). The key elements of cultural intelligence as a driver for digital leadership success. Leadership, Education, Personality: An Interdisciplinary Journal, 2(1), 3–8.
Sacavém, A., de Bem Machado, A., dos Santos, J. R., Palma-Moreira, A., Belchior-Rocha, H., & Au-Yong-Oliveira, M. (2025). Leading in the digital age: The role of leadership in organizational digital transformation. Administrative Sciences, 15(2), 43.
Shafique, I., Kalyar, M. N., & Mehwish, N. (2021). Organizational ambidexterity, green entrepreneurial orientation, and environmental performance in SMEs context: Examining the moderating role of perceived CSR. Corporate Social Responsibility and Environmental Management, 28(1), 446–456.
Shaked, H., Benoliel, P., & Hallinger, P. (2021). How national context indirectly influences instructional leadership implementation: The case of Israel. Educational Administration Quarterly, 57(3), 437–469.
Singun, A. J. (2025). Unveiling the barriers to digital transformation in higher education institutions: a systematic literature review. Discover Education, 4(1), 37.
Skerritt, C. (2023). School autonomy and the surveillance of teachers. International Journal of Leadership in Education, 26(4), 553–580.
Sułkowski, Ł. (2023). Managing the digital university: paradigms, leadership, and organization. Taylor & Francis.
Suriyankietkaew, S., Krittayaruangroj, K., & Iamsawan, N. (2022). Sustainable Leadership practices and competencies of SMEs for sustainability and resilience: A community-based social enterprise study. Sustainability, 14(10), 5762.
Syamsir, S., Saputra, N., & Mulia, R. A. (2025). Leadership agility in a VUCA world: a systematic review, conceptual insights, and research directions. Cogent Business & Management, 12(1), 2482022.
Weber, E., Krehl, E.-H., & Büttgen, M. (2022). The digital transformation leadership framework: Conceptual and empirical insights into leadership roles in technology-driven business environments. Journal of Leadership Studies, 16(1), 6–22.
게라나. (2023). The Role of Digital Leadership and Organizational Capabilities for Innovation and Institutional Collaboration for Knowledge Creation. 서울대학교 대학원.
.png)
