Presently, religious communities are experiencing a leadership crisis in various scientific fields, such as social, economic, etc. Leadership problems occur within the scope of religion, especially in the faith-based organizations (FBO) which are organizations that build their system, identity, duties and authority and even their leadership model based on faith or religion. This research is using qualitative method with experimental case study approach and the data collection system was done in natural setting using primary data source, and data collection technique on participant observation, using in-depth interview and documentation. The selection of informants was done based on the technique of purposive sampling with the number of informants as many as 32 informants. In this research, it is concluded that (a) The implementation of transformational leadership in learning 3 (three) core values in Wahana Visi Indonesia has not been fully and maximally applied in bridging between the organization’s identity as FBNGO and the factors in transformational leadership; (b) The management of Transformational leadership in faith-based institutions (Faith Based NGO) is directed toward a major value-transformation orientation in which the idealizing of a leader is an exemplary factor and wanted to be imitated by staff in the form of values of a leader’s character and behaviour; (c) The changes resulted from transformational leadership have 4 (four) components: idealizing influence, inspirational motivation, intellectual stimulation and attention to subjects in core values learning.
Keywords: Core Values, Transformational Leadership
