SUSTAINABLE LEADERSHIP IN HIGHER EDUCA-TION TRANSFORMATION: A CASE STUDY OF UIN KHAS JEMBER, INDONESIA

Abstract

The study examines the role of sustainable leadership in facilitating the institutional transformation of UIN Kiai Haji Achmad Siddiq (KHAS) Jember, Indonesia, from a religious college (STAIN) into an integrated Islamic university (UIN). Employing a qualitative phenomenological approach, the research investigates the lived experiences of 21 academic leaders across three phases of transformation between 2010 and 2024. Data were gathered through in-depth interviews and analyzed to identify recurring patterns of leadership behavior, structural adaptation, and governance innovation. The findings indicate that sustainable leadership extends beyond strategic planning to encompass the cultivation of inter-organizational synergy, trust-based collaboration, and regulatory agility. Leadership practices foregrounded participatory governance, capacity building, and cultural sensitivity, enabling the institution to harmonize Islamic traditions with contemporary academic standards. The study offers two original theoretical contributions—inter-organizational resonance and adaptive regulation—which broaden the conceptual landscape of sustainable leadership within faith-based higher education. Ultimately, the transformation of UIN KHAS Jember illustrates that sustainable leadership, when embedded in strong relational infrastructures and inclusive institutional practices, can effectively guide organizations through complex transitions with coherence, adaptability, and resilience.