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After the implementation of UU Desa No. 6/2014, villages are now transformed with various authorities, so that villages are required to be able to manage their village potential for the greatest welfare of the community. In addition, the central government's push for the implementation of the SDGs Desa means that villages must focus on the total development of their communities. One of the fundamental aspects that must be owned by the village in order to encourage village development based on village potential is the leadership ability of the village head in managing existing resources. This is the case in Pesanggrahan Village, Kutorejo Subdistrict, Mojokerto Regency, which is a buffer zone for the Ngoro Industrial Park Mojokerto and the Pacet, Tretes and Trawas tourism areas. Not only that, Pesanggarahan Village also has historical and cultural ties that are deeply rooted since the Majapahit Kingdom era. From these 2 (two) things, the Pesanggarahan Village Head is able to encourage fundamental transformations in the community in the context of village development which is not only based on improving the welfare of the community but there are efforts to maintain the customs and culture that exist in Pesanggrahan Village amid the influence of outside culture caused by the current industrialisation that is growing so rapidly in the midst of the Pesanggarahan Village community. This article is the result of research using qualitative methods, looking at how the transformational leadership model of the Pesanggrahan Village Head, Kutorejo District, Mojokerto Regency and also the collaboration taken in an effort to accelerate village development. This article uses two approaches to analyse the transformational leadership model of Pesanggrahan Village Head and the ability to build catalytic collaboration. So that this article can later contribute as one of the references for models that can be developed to encourage accelerated village development based on their potential. Because so far, the fundamental problem in the village is that the government and the village head are less able to find the potential of the village which can then be managed for the greatest welfare of the people in the village.

After the implementation of UU Desa No. 6/2014, villages are now transformed with various authorities, so that villages are required to be able to manage their village potential for the greatest welfare of the community. In addition, the central government's push for the implementation of the SDGs Desa means that villages must focus on the total development of their communities. One of the fundamental aspects that must be owned by the village in order to encourage village development based on village potential is the leadership ability of the village head in managing existing resources. This is the case in Pesanggrahan Village, Kutorejo Subdistrict, Mojokerto Regency, which is a buffer zone for the Ngoro Industrial Park Mojokerto and the Pacet, Tretes and Trawas tourism areas. Not only that, Pesanggarahan Village also has historical and cultural ties that are deeply rooted since the Majapahit Kingdom era. From these 2 (two) things, the Pesanggarahan Village Head is able to encourage fundamental transformations in the community in the context of village development which is not only based on improving the welfare of the community but there are efforts to maintain the customs and culture that exist in Pesanggrahan Village amid the influence of outside culture caused by the current industrialisation that is growing so rapidly in the midst of the Pesanggarahan Village community. This article is the result of research using qualitative methods, looking at how the transformational leadership model of the Pesanggrahan Village Head, Kutorejo District, Mojokerto Regency and also the collaboration taken in an effort to accelerate village development. This article uses two approaches to analyse the transformational leadership model of Pesanggrahan Village Head and the ability to build catalytic collaboration. So that this article can later contribute as one of the references for models that can be developed to encourage accelerated village development based on their potential. Because so far, the fundamental problem in the village is that the government and the village head are less able to find the potential of the village which can then be managed for the greatest welfare of the people in the village.