EXPLORING TRANSFORMATIONAL LEADERSHIP AS AN EFFORT TO PROMOTE DECENT WORK AND WELL-BEING

Nindya Yudit Berlian¹*, Sutarmin²

Abstract

(Purpose) This study aims to explore the implementation of transformational leadership and its contribution to decent work and employee well-being at PT Kalbe Nutritional Area Surabaya 1. (Methods) Adopting a qualitative research design, data were collected through in-depth interviews, non-participatory observation, and documentation involving five key informants selected using purposive sampling. The study was conducted within the organizational environment of a nutritional manufacturing company in Surabaya, Indonesia. The analysis employed triangulation of data and sources to ensure credibility and richness of interpretation. (Results) The findings reveal that transformational leadership is reflected through the consistent application of four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. These dimensions were evident in leadership practices such as role modeling, vision communication, critical engagement, and personalized support. The leadership approach was found to significantly enhance employee well-being across physical, psychological, and social dimensions while supporting the creation of a dignified and inclusive workplace. (Implications) This suggests that transformational leadership is not only a managerial approach but also a strategic driver in aligning organizational practices with the values of Sustainable Development Goal 8. The study contributes to the body of knowledge by situating transformational leadership within the context of Indonesia’s manufacturing sector, offering empirical insights that may inform human resource strategies. Future research is recommended to apply mixed-method approaches and broader sampling across industries to strengthen generalizability