Digital transformation can be seen as the mutual reinforcement of process redesign and innovative use of IT. The literature on digital transformation focuses on digital business strategy and the transformational CIO. Stakeholder engagement in combination with leadership style is seldom discussed. Our research questions are (i) what characterises leadership in the digital transformation, and (ii) what does the Scandinavian workplace model add to the knowledge of digital transformation? Our empirical evidence is the digital transformation in a large airline, the SAS, during the years 2013-16. The process was very turbulent but eventually quite successful. We identify two Scandinavian contributions to transformation research: firstly, the deep engagement with employees, including trade unions, supports a structured process with a focus on finding solutions, not conflicts. Second, a coaching leadership style, allowing space for autonomy, leverages the competence of highlyskilled employees.