Perpustakaan Digital ITB

Leadership plays a central role in enabling organizational change and long-term sustainability. Although extensive research has examined leadership styles, competencies, and behaviors, relatively little attention has been given to the intrinsic values that shape leadership and influence sustainable organizational outcomes across different institutional settings. Existing studies have generally examined leadership within individual sectors, limiting understanding of whether fundamental leadership values transcend organizational boundaries. Furthermore, limited empirical evidence exists regarding whether such values can be intentionally developed through structured leadership programs. This study addresses these gaps by identifying the intrinsic leadership values that characterize effective leadership across sectors, examining their relationships with organizational change and organizational sustainability, and investigating the extent to which these values can be cultivated through leadership development. A sequential mixed-methods design was employed in three complementary phases. The first phase consisted of a qualitative multiple-case study involving six organizations representing the public, private, and nonprofit sectors. Data were collected through 18 semi-structured interviews, focus group discussions, and document analysis to identify recurring leadership values associated with successful organizational change and sustainability. The second phase quantitatively examined the relationships among Intrinsic Leadership Values (ILVs), Organizational Change (OC), Sustaining Change (SC), and Organizational Sustainability (OS) using Structural Equation Modeling (SEM). A total of 1,034 survey responses were collected, of which 520 managerial respondents met the validation criteria and were included in the final analysis. The third phase explored whether ILVs could be intentionally strengthened through leadership development by analyzing survey and focus group data from 139 alumni of structured leadership development programs. The qualitative analysis identified five core Intrinsic Leadership Values that consistently emerged across all six organizations despite differences in sector, organizational purpose, and institutional context. These values are Trustworthy, Courageous, Transformative, Visionary, and Collaborative. The consistency of these findings across public, private, and nonprofit organizations suggests that effective leadership is grounded in a common set of intrinsic values rather than being determined solely by sector-specific characteristics. The quantitative findings provide empirical support for the proposed leadership framework. Structural Equation Modeling indicates that Intrinsic Leadership Values have significant positive relationships with both Organizational Change and Organizational Sustainability. The analysis also identifies a reciprocal relationship between Sustaining Change and Organizational Sustainability, suggesting that sustaining change is not merely an outcome of successful transformation but also reinforces an organization's long-term capacity to adapt, learn, and remain sustainable. These findings position ILVs as foundational drivers of organizational transformation and long-term institutional resilience across sectors. The third phase further suggests that Intrinsic Leadership Values are not fixed personal attributes but can be intentionally strengthened through structured leadership development. Participants consistently reported that reflective learning, experiential activities, mentoring, and cross-sector engagement contributed to stronger alignment between personal values and leadership practice. Although these findings are based on participants' self-reported experiences, they indicate that leadership values can be reinforced through well-designed developmental interventions rather than relying solely on individual disposition. This study contributes to leadership theory by developing and empirically examining a cross-sector framework of Intrinsic Leadership Values that integrates leadership, organizational change, and organizational sustainability within a single relational model. It extends the literature by demonstrating that values-based leadership provides a common foundation for effective leadership across public, private, and nonprofit organizations while offering empirical evidence that these values can be intentionally developed. The findings also provide practical implications for organizations seeking to strengthen leadership capacity by emphasizing the development of intrinsic values alongside technical and managerial competencies. The proposed framework offers a foundation for future research on values-based leadership and provides guidance for designing leadership development initiatives that support sustainable organizational transformation across diverse institutional contexts. Keywords: Intrinsic Leadership Values, organizational change, organizational sustainability, values-based leadership, cross-sector leadership, leadership development, structural equation modeling.