Leadership style, according to Sutrisno (2016), is a process through which an individual influences, guides, and motivates others to achieve expected performance outcomes. Leadership style theories focus on the approach leaders adopt in guiding their followers. In the context of women's leadership, numerous studies have shown that women tend to adopt more participative and collaborative styles, whereas men are more likely to employ authoritarian approaches (Eagly & Johnson, 1990). Transformational leadership—which emphasizes motivation, development, and engagement—is often practiced more frequently by female leaders. Sutrisno (2016) identifies five key leadership theories relevant to understanding female leadership:

First introduced by Bass (1985), transformational leadership emphasizes the leader’s ability to inspire and motivate followers to achieve shared goals. Female leaders, through this approach, often serve as change agents who encourage organizational members to actively participate and engage in collective action. This style is particularly aligned with women's empowerment, as it supports individual development and long-term capacity building.

According to Hersey and Blanchard (1977), effective leadership depends on the leader's ability to adapt their style according to the needs and maturity of organizational members. Female leaders who adopt a participative approach can effectively manage transitional periods within organizations by addressing both internal and external challenges with flexibility and empathy.

Heifetz (1994) defines collaborative leadership as a style centered on shared decision-making, effective communication, and the cultivation of trust- based relationships. This approach is especially vital in non-profit or community- based organizations, where empowering members and building collective strategies are essential for sustainable program outcomes.

Empathic leadership refers to a leader’s capacity to understand and value the feelings and perspectives of others. George (2000) emphasizes that empathy enhances trust, promotes supportive work environments, and fosters cohesive teams. Female leaders often exhibit higher emotional intelligence, making this style particularly effective in building strong interpersonal relationships and organizational loyalty.

Innovative leadership focuses on a leader’s ability to foster creativity and drive organizational innovation. According to Dyer, Gregersen, and Christensen (2011), innovative leaders have a clear vision, are willing to take risks, and create cultures that embrace continuous change. These leaders actively seek new opportunities through observation, inquiry, and experimentation, making them catalysts for organizational transformation.

Figure 1. Theoretical Framework of Women’s Leadership Style in Developing

Community-Based Organizations: A Case Study of the Moeldoko Center

This study adopts a qualitative ethnographic method aimed at identifying, analyzing, and interpreting recurring patterns or themes within the collected data. The analysis begins with familiarization through careful reading and review to extract initial insights, followed by a structured reporting of results, supported by direct quotations and connected to relevant theories or literature.

Ethnographic research seeks to understand culture, behavior, and lived experiences within their natural social context (Abdul Manan, 2021). It provides a holistic view of human culture by embedding the researcher within the participant’s environment. In this study, ethnography is employed to explore the leadership behaviors of women within a community-based organization from a social perspective.

Ethnography, grounded in anthropology and sociology, is foundational to social science research and supports the development of mixed and multi- method research designs (Morse, 2015). Spradley emphasized its role in understanding multicultural societies and highlighted the importance of language and informant roles in uncovering cultural insights (Spradley, 1997; Koeswinarno, 2015).

In addition, a phenomenological approach is integrated to uncover the essence of lived experiences without the imposition of external assumptions (Creswell, 2015). Phenomenology allows researchers to deeply explore

participants' subjective meanings, particularly in understanding the consciousness of women leaders (Tuffour, 2017; Alase, 2017).

The female leader occupying the highest leadership role (Chairwoman), considered a strategic and symbolic figure representing women's involvement in formal leadership within community-based organizations.

Women face both internal and external barriers in leadership. Internal challenges include managerial skills, decision-making confidence, and access to leadership training. External barriers involve patriarchal culture, gender stereotypes, social resistance, and lack of institutional support.

Women leaders often adopt inclusive, collaborative, and empathetic styles. Indicators include participation in decision-making, team collaboration, ability to motivate, and successful program implementation.

Organizational growth focuses on expanding networks, increasing community engagement, running impactful social programs, and ensuring sustainable management systems.

These organizations serve as platforms for women's leadership to evolve despite structural and cultural challenges, fostering empathy-driven and socially inclusive initiatives.

Following Kvale & Brinkmann (2015), interviews are conducted with the female leader and key members to explore their experiences, views, and leadership strategies.

Based on Yin (2014), direct observation captures daily activities, interactions, and leadership dynamics, offering contextual validation of interview findings.

Document analysis involves organizational reports, archives, and media materials. According to Bowen (2009), documents support the triangulation of data and enrich understanding.

Thematic analysis (Braun & Clarke, 2012) is used to identify and interpret meaningful patterns. The process includes:

Objective recording of interviews, observations, and documentation to capture authentic experiences and leadership dynamics.

Simplifying and focusing data by identifying key themes and discarding irrelevant information (Miles & Huberman, 1992).

Data are organized into matrices and presented in descriptive text and visual forms (graphs, photos) to highlight key findings.

Drawing and validating conclusions based on the consistency and reliability of data patterns (Miles & Huberman, 1992).

In the initial year, the primary challenge was earning the trust of the organization's founder and demonstrating the capacity to uphold their legacy. The chairwoman had to prove her leadership through consistent commitment and performance. Compounding this were internal threats—high-ranking members attempted to delegitimize her leadership, even aligning with external actors to destabilize the organization. To overcome this, she adopted several strategies:

To solidify her position as a leader, the chairwoman had to prove that her leadership was not based merely on appointment, but on tangible contributions and outcomes. She consistently demonstrated work ethic, strategic thinking, and a deep understanding of the organization’s goals. Her involvement in grassroots programs, hands-on supervision, and ability to mobilize volunteers helped her earn credibility from both stakeholders and beneficiaries. Legitimacy was built not through authority alone, but through the sustained delivery of impactful results.

When confronted with betrayal and political maneuvering from within the organization, the chairwoman did not avoid confrontation. Instead, she approached internal conflicts head-on by initiating open discussions, requesting

formal evaluations, and offering to step down if wrongdoing was proven. This transparent and confident approach prevented speculation, reduced internal tension, and projected an image of ethical and courageous leadership. Her assertiveness established clear boundaries and discouraged further power struggles.

Recognizing the risk of fragmented governance, the chairwoman reached out to respected founding advisors and senior mentors for guidance and support. By doing so, she reaffirmed the organization’s core values and ensured that leadership decisions remained aligned with its founding vision. This move not only protected her leadership from unilateral sabotage but also reinforced a collective governance structure where legitimacy is maintained through accountability and transparency.

Following a period of betrayal and trust violations, the chairwoman initiated a realignment of the organization’s internal structure. She evaluated each team member based on performance, loyalty, and integrity, and took bold steps to remove those whose actions threatened the unity and mission of the organization. She then rebuilt the core leadership team with individuals who shared her values, commitment, and long-term vision. This strategy created a healthier, more cohesive organizational environment.

Amid political turbulence and internal strife, the chairwoman remained firmly anchored to the organization's founding vision—empowering communities and driving social innovation. Instead of allowing herself to be distracted by internal politics, she continued to design and implement programs that aligned with the original mission. This focus helped maintain organizational direction, built external credibility, and reassured supporters that the leadership was purpose-driven.

Despite facing personal attacks, defamation, and isolation, the chairwoman refused to abandon her post. She chose resilience over retreat, seeing adversity as an opportunity to grow stronger as a leader. Her ability to persevere through these crises not only stabilized the organization but also inspired others to remain loyal and engaged. This unyielding commitment to the organization’s survival became a defining trait of her leadership and a model for other women in similar roles.

Data source : Moeldoko Center Documentation in 2024

To mitigate the financial vacuum left by departing donors, the chairwoman initiated a strategic pivot toward social entrepreneurship by launching a coffee business. This initiative served a dual function: first, it generated alternative income to fund the organization's operational needs; second, it reinforced the organization’s brand presence in a non-political context. The coffee enterprise was not merely a commercial venture but a symbolic representation of resilience, self-reliance, and innovation—a model for how

community organizations can adopt sustainable business models without compromising their mission.

With the exit of external backers, the chairwoman emphasized the importance of internal capacity-building and program innovation. She encouraged the team to develop initiatives that reflected the organization's original goals and values, rather than relying on external influence or support. This shift toward autonomy helped the organization reframe its identity as mission-centric, allowing it to continue its social impact work without being constrained by political fluctuations or sponsorship agendas.

Leadership during this period was reframed as stewardship, wherein the chairwoman viewed her role not simply as an administrative position, but as a moral and strategic responsibility. She regarded her position as a trust bestowed upon her by the community and upheld her duty to ensure the organization's continuity and relevance. This sense of stewardship drove her to persist despite limited resources, anchoring her decisions in ethical leadership and service to the public good.

Despite the absence of high-level political endorsement, the organization continued to execute its core social programs—including legal support services, economic empowerment initiatives, and community-based training. These programs were crucial in maintaining public trust and reaffirming the organization's social mission. By demonstrating consistent community engagement and delivering measurable impact, the organization preserved its relevance and legitimacy in the eyes of beneficiaries, regardless of political associations.

Following the departure of the organization’s symbolic founder from public office, leadership faced the challenge of sustaining momentum while redefining the organization’s identity and operational strategies. In response, a series of forward-looking approaches were implemented to ensure continuity, relevance, and growth.

To remain socially relevant and mission-driven, the leadership expanded the scope of community programs, aligning them with national development goals and grassroots needs:

In a politically sensitive climate, preserving neutrality became vital to legitimacy and community trust: