About this article
- Submitted: Apr 16, 2025
- Final Revised: May 28, 2025
- Accepted: Jun 06, 2025
- Published: Jun 30, 2025
- Abstract view: 6
- PDF Download: 1
- Volumes: Vol. 3 No. 1 (2025) Pages 51-68
- DOI: 10.63208/210113-175
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Copyright (c) 2025 Laili Amatia Rahman, Amelia Kusuma, Andriyani (Author)
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Abstract
This study examines the role of leadership agility in managing digitalization and regulatory implementation within Indonesia’s trucking logistics industry. The main research question explores how logistics company leaders develop adaptive and leadership agility amid increasing digital transformation and government regulations. A qualitative approach using the interpretative phenomenological method was applied to understand the subjective experiences of three groups of participants: logistics regulator, logistic company leader, and logistic company employee. Data were collected through in-depth interviews, field observations, and analysis of digital logistics policy documents. The study focuses on several forms of digitalization implemented in the industry, including the Transport Management System (TMS), Warehouse Management System (WMS), Single Truck Identification Data (STID), and Terminal Booking System (TBS), which have reshaped coordination and operational processes in logistics companies. Findings indicate that leadership agility is reflected in leaders’ ability to integrate digital innovation with regulatory compliance, foster adaptive learning cultures, and strengthen cross-stakeholder collaboration. The discussion highlights how balancing leadership flexibility with policy stability becomes a crucial factor for successful digital transformation. The study concludes that leadership agility plays a strategic role as a bridge between technological innovation, regulatory governance, and operational sustainability in Indonesia’s logistics sector.
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