Ethical Strategic Leadership, Public Trust, and Social Licence to Operate in the Indonesian Air Force

This study investigates the influence of ethical strategic leadership on public trust and social license to operate (SLO) within the Indonesian Air Force (TNI AU). Employing a quantitative methodology, data were gathered via a survey of 103 respondents in Makassar and analyzed using SmartPLS. The results indicate that ethical leadership positively affects unit performance (H1: p-value = 0.006), public trust significantly enhances unit performance (H2: p-value = 0.002), and social license to operate contributes to performance improvement (H3: p-value = 0.000). This research underscores the significance of ethical leadership and public trust in bolstering organizational legitimacy in military settings. The study examines the interconnections between ethical strategic leadership, public trust, and social license to operate within the Indonesian Air Force. The quantitative analysis of 103 respondents provides empirical evidence supporting the positive impact of ethical leadership on unit performance. The findings illustrate how public trust augments organizational effectiveness and how securing a social license to operate enhances performance. The implications of this research extend beyond the Indonesian Air Force, offering valuable insights for military organizations worldwide. By elucidating the relationships between ethical leadership, public trust, and SLO, the study highlights the importance of transparent and responsible leadership in military institutions. These findings suggest that military organizations can enhance their effectiveness and societal standing through ethical conduct, public engagement, and social legitimacy via responsible practices.