LEADERSHIP TYPOLOGIES AND DIGITAL TRANSFORMATION EFFECTIVENESS IN ISLAMIC BANKING: A MULTI-CASE QUALITATIVE INQUIRY
DOI:
https://doi.org/10.33736/ijbs.14458.2026Keywords:
Digital Transformation, Leadership Typologies, Islamic Banking, Complexity Leadership Theory, Gioia Methodology, Simultaneous LeadershipAbstract
This study investigates how leadership typologies shape the effectiveness of digital transformation within the highly regulated, value-driven context of Islamic banking. While mainstream literature often portrays digital transformation as a tech-centric and sequential process, this research explores the complex tensions between technological agility and strict Sharia governance. Employing a qualitative multiple-case study design across three Islamic banks in Indonesia (Bank Syariah Indonesia, BTN Syariah, and Bank Nano Syariah), data were collected through semi-structured interviews and analyzed using the Gioia methodology. The findings critically challenge traditional life-cycle leadership models, revealing that leaders do not adapt sequentially; instead, they enact multiple leadership typologies simultaneously. To navigate operational friction, leaders must concurrently act as ‘architects of change’ and ‘ethical guardians’. This continuous negotiation directly shapes transformation effectiveness across four pillars: Sharia process integration, customer digital experience, financial sustainability, and capability. The study culminates in the Simultaneous Islamic Digital Leadership Framework, extending complexity leadership theory by introducing a moral-adaptive dimension and offering actionable insights for faith-based institutions navigating digital disruption.
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