Leadership in Organizations, 8th edition
... Moreover, it plays a crucial role in addressing challenges related to talent management, particularly in response to global sustainability imperatives and the demands of the fourth industrial revolution (Brougham & Haar, 2018;Nirino et al., 2022). Studies indicate that transformational leaders can effectively bridge the gap between talent management and innovation, facilitating employees' engagement in sustainability-focused initiatives (Contreras et al., 2020;Gumusluogu & Ilsev, 2009;Yukl, 2002). ...
... These components collectively help integrate green behaviors into workplace culture and enhance sustainability-oriented skills. Furthermore, transformational leaders cultivate an open environment that encourages employees to share ideas and engage in collaborative problem-solving (Yukl, 2002). ...
... These factors contribute to normalizing green behaviors and developing sustainability-oriented competencies. Additionally, transformational leaders foster an open environment where employees can express ideas and collaborate on problem-solving (Yukl, 2002). Empirical findings on the relationship between green soft talent management and transformational leadership present mixed perspectives. ...
In today’s rapidly evolving business environment, organizations must foster innovation to maintain competitiveness and sustainability. Employee innovative work behavior plays a crucial role in driving organizational success, yet the factors that influence it remain underexplored. This study examines the impact of green talent management on innovative work behavior, with transformational leadership as a mediating factor. This study adopts a quantitative research approach, using a descriptive and causal research design to collect data from 217 employees in banking sector in Nepal, through a structured questionnaire. The findings indicate that green soft talent management enhances transformational leadership, which in turn fosters innovative work behavior, highlighting the critical role of leadership in promoting innovation. However, green hard talent management does not directly influence transformational leadership or innovative work behavior, and green soft talent management alone does not sufficiently drive innovation without leadership support. Transformational leadership fully mediates the relationship between green soft talent management and innovative work behavior, emphasizing its importance in translating sustainability-driven human resource management practices into employee innovation. This study contributes to social exchange theory, social identity theory, and transformational leadership theory by demonstrating how leadership strengthens the impact of sustainability-focused human resource management on innovation. The findings highlight the importance of transformational leadership in fostering an innovative workforce and ensuring long-term organizational sustainability.
... (Nikezić, et al., 2012). James McGregor Burns (1978), who wrote a best-selling book on political leadership, influenced much of the thinking about transformational leadership (Yukl, 2013). Moreover, Burns contrasted the fundamental distinction of the transformational leadership style as directly related to the charismatic leadership approach since Max Weber's time (Yukl, 2013). ...
... James McGregor Burns (1978), who wrote a best-selling book on political leadership, influenced much of the thinking about transformational leadership (Yukl, 2013). Moreover, Burns contrasted the fundamental distinction of the transformational leadership style as directly related to the charismatic leadership approach since Max Weber's time (Yukl, 2013). In 1976, Robert House started approaching the traditional literature on charisma and charismatic leadership and concluded that the selected literature from social psychology could be explained in a relevant way (Nikezić, et al., 2012). ...
... Examples of this kind of organisation include UN Agencies ILO, IOM and more (Malinowski, 1962). (Gomes, 2014;Mawele, 2023;Nikezić, et al., 2012;Yukl, 2013) Clear structure and expectations It relies heavily on rewards and punishments, which may not always be practical. (Bass, 1997;Burns, 1979;Burns, 2004;Nikezić, et al., 2012;Yukl, 2013) Meanwhile, transformational leadership focuses more on the people than the task itself, where the transformational leader inspires and mobilises workers and even the community to achieve a shared vision. ...
Leadership in Non-Governmental Organisations (NGOs) is critical for navigating resource constraints, diverse stakeholder needs, and mission-driven goals. This study examines transactional, transformational, and laissez-faire leadership styles within NGOs, identifying their strengths and limitations. Transactional leadership provides structure and efficiency in crisis situations but may stifle innovation. Transformational leadership inspires long-term commitment and change but risks over-reliance on charismatic leaders. Laissez-faire leadership empowers skilled teams but can lead to inefficiency without clear direction. The findings emphasise the need for adaptive leadership tailored to specific organisational contexts, bridging gaps in the limited research on NGO leadership practices.
... Inspirational motivation. Yukl (2010) argues that for a leader to be transformational, they must have inspirational motivation linked to creativity. It contends that if workers are regularly exposed to innovative ideas, successful outcomes, and ongoing support from their leader, they experience this, inspiring them to greatness. ...
... In the case of Eswatini where teacher and student motivation often lag expectations, principals who inspire, with clear, shared goals, and a compelling vision can significantly impact school culture. Teachers and students who feel inspired are more likely to accept change and strive for excellence (Yukl, 2010;Stanley et al., 2019). ...
This study examined how transformational leadership can foster positive cultural change in Eswatini High School by addressing persistent challenges such as rigid administrative structures, teacher burnout, poor student attendance, and disengaged learning environments. It explored how this leadership style can reshape school culture in Eswatini’s unique socio-cultural and economic environment. The study was guided by Bakker and Demerouti's (2006) Job Demands Resources (JD-R) model. The model provided a structured lens to analyse how school leaders balance job demands and available resources to enhance motivation, culture, and educational outcomes. Thematic analysis, a robust method that integrates data, uncovers insights, and formulates patterns and trends, was employed to analyse the collected data, to unearth key leadership practices that contribute to a thriving school environment ensuring the study's rigor and originality. The qualitative study involved interviews with five principals, five deputy principals, fifteen teachers, and fifteen students from five High Schools in Mbabane cluster Eswatini. The study underscores that educational reform is a pressing need, and transformational leadership is a crucial tool that can be used to address this issue. It concluded that when schools adopt transformational leadership practices, they enhance their chance of creating a collaborative community environment where teaching and learning thrive. The potential for positive change through transformational leadership is not just significant but inspiring, offering a beacon of hope for the future of education in Eswatini.
... São inúmeras as definições de liderança encontradas na literatura, seja abordando traços (Katz, 1955), habilidades, contextos e culturas (Schein, 2009), seja variando entre concepções behavioristas (Motta, 1970) ou psicanalíticas (Godoi;Cargnin;Uchôa, 2017), porém todas convergem para a capacidade de influência que o líder exerce sobre os liderados, buscando alcançar um entendimento mútuo a respeito do que precisa ser feito e como fazê-lo (Yukl, 2012). A liderança, portanto, é o resultado de um processo grupal, no qual o líder desempenha um papel central (Northouse, 2021;Yukl, 2012). ...
... São inúmeras as definições de liderança encontradas na literatura, seja abordando traços (Katz, 1955), habilidades, contextos e culturas (Schein, 2009), seja variando entre concepções behavioristas (Motta, 1970) ou psicanalíticas (Godoi;Cargnin;Uchôa, 2017), porém todas convergem para a capacidade de influência que o líder exerce sobre os liderados, buscando alcançar um entendimento mútuo a respeito do que precisa ser feito e como fazê-lo (Yukl, 2012). A liderança, portanto, é o resultado de um processo grupal, no qual o líder desempenha um papel central (Northouse, 2021;Yukl, 2012). ...
O objetivo deste artigo é identificar e analisar os protótipos do líder para diferentes coortes geracionais na corporação dos bombeiros militares, a partir da Teoria da Liderança Implícita. Na literatura, encontram-se poucos trabalhos que abordam a liderança implícita em diferentes coortes geracionais e não foram encontrados estudos que focam essa temática em contexto militar, o que confirma a relevância e o ineditismo da presente pesquisa. Para alcançar o objetivo, adotou-se o método qualitativo e a coleta de dados por meio de grupos focais, subdivididos por coortes geracionais. A partir da técnica da análise temática, constata-se que: a Geração Baby Boomers apresenta o protótipo do líder mais voltado às relações afetivas; a Geração X, um líder orientador e resolutivo; e a Geração Y, um líder voltado à inovação e ao desenvolvimento tecnológico.
... In the realm of military higher education, leadership acquires particular relevance due to the need to balance high levels of discipline with an academic environment that fosters innovation and critical thinking (Wagner et al., 2022;O'Connor & Kearney, 2023;Solano et al., 2024). According to Yukl (2002), leadership is defined as a process of social influence through which an individual guides and motivates a group toward the achievement of common goals. This theoretical framework serves as the basis for analyzing leadership behaviors in institutions like UFA-ESPE, where hierarchical structure and academic demands intertwine. ...
... Leadership behaviors can be categorized into three main dimensions: taskoriented, relationship-oriented, and change-oriented (Yukl, 2002;Castro et al., 2007). First, task-oriented behaviors focus on the planning, organization, and supervision of activities to ensure the achievement of organizational objectives. ...
Introduction: leadership in military higher educationinstitutions, such as the Armed Forces University (UFA-ESPE),plays a fundamental role in their academic management andorganizational development. Objective: to analyze how thedirectors of UFA-ESPE perceive their leadership in thedimensions of tasks, relationships, and change, and itsimplications in a military educational environment. Method: adescriptive quantitative approach was employed with asample of 70 directors. Data collection was carried out usingthe CONLID-A questionnaire, evaluating reliability with theCronbach's Alpha coefficient. Results: the directors show apositive perception of their leadership, with relationship-oriented behaviors (mean of 4.33) standing out, followed bytask-oriented (4.26) and change-oriented (4.20) behaviors,reflecting a balance between operational efficiency and thepromotion of interpersonal relationships in the militaryenvironment. Conclusion: the findings suggest that thedirectors of UFA-ESPE perceive effective leadership in thethree key dimensions. In the context of military educationalinstitutions, these behaviors are essential to maintaincohesion and adapt to changes, highlighting the importance oftraining programs that promote comprehensive and balancedleadership.
... Nilai-nilai tersebut digunakan sebagai pedoman bagi setiap anggota selama mereka berada dalam lingkungan organisasi tersebut dan dapat dianggap sebagai ciri khas yang membedakan sebuah organisasi dengan organisasi lainnya. Selanjutnya Schein (dalam Yukl, 2013:3) menyatakan bahwa budaya organisasi adalah asumsi dan keyakinan bersama tentang dunia dan tempat mereka di dalamnya, sifat dari waktu dan ruang, sifat manusia, dan hubungan manusia. ...
Abstrak : This study aims to describe the effect of transformational leadership, quality of work life, organizational culture on employee performance at PT Eksekutif Media Utama in Deli Serdang. This research was conducted for 4 (four) months, start from May 2022 until August 2022. This research use non probability sampling method. The respondents of this research are all employee at PT Eksekutif Media Utama in Deli Serdang which amounted to 89 (eighty nine) employees. The instrument of this research is a questionnaire to collent data from transformational leadership variable, quality of work life variable, organizational culture variable and employee performance variable. Data analysis techniques used are validity test, reliability test, descriptive analysis, multicolinearity test, normality test, multiple linear regression analysis, multiple linear correlation coefficient test, partial hypothesis test ot t test, simultaneous hypothesis test or F test, and calculation of coefficient of determination. The result of descriptive analysis for from transformational leadership variable, quality of work life variable, organizational culture variable and employee performance variable are in the good category at PT Eksekutif Media Utama in Deli Serdang. Based on partial analysis, transformational leadership, quality of work life, organizational culture have a positive and significant effect on employee performance at PT Eksekutif Media Utama in Deli Serdang. Simultaneously, transformational leadership, quality of work life, organizational culture have a positive and significant influence on employee performance at PT Eksekutif Media Utama in Deli Serdang. The contribution of transformational leadership, quality of work life, organizational culture variable to improve the employee performance variable is 0,785 or 78,5%, while rest of 0,215 or 21,5% influenced by other variables not examined by writer in this research, such as work satisfaction, work motivation, compensation and working environment.
... Komunikasi yang efektif antara pemimpin dan bawahannya dapat mendorong terciptanya lingkungan kerja yang kondusif dan meningkatkan produktivitas. Seperti yang dikatakan oleh Yukl, "Komunikasi yang efektif adalah kunci utama dalam kepemimpinan yang sukses" (Yukl, 2006). Gaya kepemimpinan yang diterapkan oleh seorang pemimpin akan sangat mempengaruhi bagaimana komunikasi interpersonal di dalam organisasi atau perusahaan tersebut. ...
Komunikasi organisasi memiliki peran strategis dalam membangun citra perusahaan, terutama dalam industri logistik yang kompetitif. Penelitian ini menganalisis komunikasi organisasi di PT Pelindo Solusi Logistik sebagai sub holding BUMN kepelabuhanan dalam membangun citra perusahaan. Dengan menggunakan metode penelitian kepustakaan, penelitian ini mengungkap bahwa komunikasi organisasi yang efektif, baik secara vertikal maupun horizontal, berkontribusi dalam meningkatkan koordinasi antar departemen, motivasi karyawan, dan kepuasan pelanggan. Hasil penelitian menunjukkan bahwa komunikasi yang baik dari pemimpin kepada bawahan dan antar karyawan dapat meningkatkan kinerja organisasi, yang pada akhirnya berdampak pada persepsi positif pelanggan terhadap perusahaan. Hasil survei kepuasan pelanggan tahun 2023 mencatat indeks kepuasan 4,21 dalam kategori sangat puas, menunjukkan bahwa komunikasi internal yang baik berkontribusi dalam memberikan pelayanan optimal. Oleh karena itu, strategi komunikasi organisasi yang transparan dan sistematis menjadi faktor utama dalam memperkuat citra perusahaan serta meningkatkan kepercayaan pelanggan dan mitra bisnis
... While a participatory approach can be beneficial in fostering inclusivity, an inability to make timely decisions can erode a leader's credibility. Followers may interpret such behavior as a lack of confidence or competence, leading to weakened trust in the leader's ability to guide the team effectively, especially during periods of uncertainty or crisis [4] [9]. ...
... On the other hand, these exchanges may have positive effects in other situations which can influence individuals' self-efficacy, cooperation, and team competition. Yukl (2013) stated that "the challenge for a leader is to develop differentiated relationships with some subordinates to facilitate achievement of the team's mission, while maintaining a relationship of mutual trust, respect, and loyalty with the other subordinates" (p. 225). ...
This study aimed to investigate the degree of the employment of social media on school leader-teachers exchange. To achieve this purpose, the study addressed the degree of employment of social media on school leader-teachers exchange in three dimensions: the administrative dimension, the instructional dimension, and the interpersonal relationship dimension. This study used a descriptive survey research design and questionnaire to collect the data. The participants of this study included school leaders and teachers. The study was conducted in the school year of 2023. The study found that the overall mean of the degree of the employment of the social media on school leader-teachers exchange was classified as high. Additionally, the degree of employment social media on school leader-teachers exchange on the administrative dimension, the instructional dimension, and the interpersonal relationship dimension was classified as high. Finally, the findings showed that there were no statistically significant differences between groups with different gender, position, and years of experience regarding the degree of the employment of social media on school leader-teachers exchange.
... Especially in times of uncertainty, upheaval, or crisis, believing in yourself and making the right decisions will provide credibility and integrity, which in turn will enhance the organization's reputation and build trust among all stakeholders. (Yukl, 2010). ...
In this research the author used quantitative research methods with a sample size of 116 respondents from SDIT Darussalam, SDIT Al-Madinah, SDIT Scholar. The data collection method used is in the form of a questionnaire which is then processed with statistical analysis. The results include; 1). Organizational culture has a direct effect on achievement motivation by 9.7%. 2). Career Expectations have a direct effect on Achievement Motivation by 24.4%. 3). Organizational Culture and Career Expectations simultaneously have a direct effect on Achievement Motivation by 29.1%. 4). Organizational culture has a direct effect on Leadership Trust by 13.9%. 5). Career Expectations have a direct effect on Leadership Confidence by 16.7%. 6). Organizational Culture and Career Expectations simultaneously have a direct effect on Leadership Trust by 25.6%. 7). Leadership Trust has a direct effect on Achievement Motivation by 36.2%. 8) Organizational Culture, Career Expectations and Leadership Trust together (simultaneously) have a direct effect on Achievement Motivation by 44.4%. 9). Organizational Culture has a direct effect on Achievement Motivation through Leadership Trust by 41%. 10). Career Hope has a direct effect on Achievement Motivation through Leadership Trust by 41.5%. The conclusion is that organizational culture, career expectations and leadership beliefs can influence achievement motivation.
... Deducing from the literature here-above, it is evident that employee involvement in organisational decisionmaking processes in general, and in strategy formulation in particular, is critical to ensure that the oraganisation achieves its goals and is able to compete successfully with its industry rivals. 4. The process of making sense of what the people do together so that they will understand and be committed Drath and Palus, 1994 5. The process of influencing other people to understand, agree about what needs to be done and also how to do so, and the process of facilitating individual together with collective efforts for accomplishing shared objectives Yukl, 2013 Source: Authors' own compilation From the above definitions, it is evident that the definition of leadership has evolved over time as it continued to be perceived in relation to different circumstances. Of the above definitions of leadership, the definition by Yukl (2013) is deemed the appropriate one for this study, as it focuses on the three concepts, namely, influence, people and goal or shared objectives, which are key concepts for the desired leadership qualities. ...
... For an organization to thrive, leadership and management must work collaboratively rather than in isolation. An effective strategic plan requires (Yukl, 2013). ...
Strategic planning is a fundamental process that ensures the long-term success and sustainability of organizations. Leadership and managerial skills play a crucial role in effectively formulating, implementing, and evaluating strategic plans. Effective leaders provide vision, inspire teams, and foster innovation, while managerial skills ensure the systematic execution of plans through decision-making, problem-solving, and resource allocation. This paper explores the interplay between leadership and managerial competencies in strategic planning, highlighting how transformational and transactional leadership styles contribute to strategic goal achievement. Additionally, it examines the significance of communication, adaptability, and analytical thinking in aligning organizational strategies with market dynamics. The findings indicate that organizations that integrate strong leadership with sound management practices achieve higher efficiency, competitive advantage, and resilience in a rapidly evolving business environment.
... Autonomysupportive leadership involves providing employees with the resources, trust, and encouragement needed to take initiative while offering guidance when necessary. Research suggests that participative and transformational leadership styles are particularly effective in enhancing autonomy (Yukl, 2013). ...
In today’s era, where continuous change is considered as the only constant, the concept of innovation is a very important element in relation to achieving organizational success, survival and growth. At the same time, organizations are under constant pressure. The acquisition of significant resources (such as capital, etc.) may have been sufficient to develop a competitive advantage for organizations in the past, but in today’s era a significant paradigm shift has occurred (resource-based view to knowledge-based view). Organizations in the present time, cannot be satisfied with just acquiring essential resources, but must be able to respond to continuous changes, in innovative and creative ways. The modern problems that organizations face can be continuous, unpredictable and more complex than ever. At the same context, customers and interest groups are more informed than ever, on a continuous basis, and are able to access and analyze information that has to do with the business models, strategies and internal reality (to some extent) of the organizations. This environmental complexity has led to the emergence of the concept of innovation as a central, contemporary variable. Innovation and the ability to continuously achieve its outcomes, is considered to be a critical element in terms of managing uncertainty, competition that arises and developing a sustainable competitive advantage. Failure to achieve innovation can constitute a viable threat to the very existence of modern organizations. The research technique adopted was that of the case study.. The case study research technique is a qualitative method that focuses on an in-depth, contextual analysis of a specific “case” or phenomenon. This method is widely applied across disciplines such as education, social sciences, business, etc. enabling researchers to explore complex issues within their natural settings.
... Plethora of scholars have define flaw leadership recruitment process. Gary (2010) asserts that faulty leadership recruitment process is one that fails to attract and select candidates who possess the necessary knowledge, skills, and abilities to perform effectively in the leadership role. Warren (2003) posits that a flawed leadership recruitment process is one that prioritizes charisma over character, and ignores the importance of emotional intelligence, integrity, and a strong moral compass. ...
This research explores the pervasiveness of faulty leadership recruitment processes, and the decline in societal values, emphasizing the role of education in addressing these challenges to foster nation-building. Guided by the social contract theory, the study investigates how ineffective leadership selection and eroded social values have weakened governance, eroded public trust, and hindered national development. Using mixed-methods research, this study incorporates surveys, interviews, and secondary data analysis to examine citizens’ perceptions and their implications for governance. Findings reveal that leadership incompetence, nepotism, and a lack of ethical standards contribute significantly to the distrust in government and the decay of societal values. The study identifies a gap in the literature regarding the transformative potential of education in rebuilding trust and fostering sustainable development. Recommendations include revamping civic education, reforming leadership recruitment processes, and embedding national values in educational curricula.
... every organization, it is vital that the anticipated measures to achieve future growth are perceived precisely and systematically, which requires visionary leadership. Yukl (1981) writes that, -Charismatic leaders appear so extraordinary, due to their strategic insight, strong convictions, selfconfidence, unconventional behavior, and dynamic energy that subordinates idolize these leaders and want to become like them.‖ Effective allocation of resources is of utmost importance to adapt to evolving market conditions. ...
Employees are pivotal in shaping an organization's value, reputation, and profitability. The organizations attempt to realign their strategic objectives, mission, and vision by redesigning existing workflows and eliminating bottlenecks to streamline processes and increase efficiency. This paper aims to infuse literature to highlight the theme of empowering employees to drive change and innovation by examining the novel The Devil Wears Prada by Lauren Weisberger and the play Glengarry Glen Ross by David Mamet. The study thoroughly examines management and leadership philosophies, highlighting the link between workplace culture and employee performance and satisfaction. It would further explore the strategic planning that simulates success and catalyzes innovation through the most valuable resource, the workforce. The research method consists of the interpretation of the selected primary texts, suggesting an interdisciplinary approach to exploring the topic. It delves into the comprehensive exploration of leadership styles and gender dynamics at the workplace to promote cross-cultural collaboration and foster innovation. This research paper aims to combine literary insights with real-world organizational dynamics, making it a multidisciplinary exploration of a significant topic in modern workplaces.
... (Mangkunegara, 2007), (Fadilla, 2016) indicate that performance includes management aspects and work results that can be concretely measured and demonstrated. (Yukl, 2013), (Arianto et al., 2017)further add that performance must meet established criteria and support the vision, mission, and goals of the organization in an ethical and legal manner. Enhancing employee performance is considered essential for organizational success, and various strategies are implemented to support this, including investments in employee skills development (Fidyah & Setiawati, n.d.) ...
Human resources (HR) play a crucial role in achieving organizational goals. Employee engagement is expected to enhance performance by deepening the understanding and implementation of job functions. Both qualitative and quantitative employee performance are essential for a company's success, as they directly impact outcomes. At CV Mega Mendung Stell, declining employee performance has negatively affected profitability. Strong employee motivation is critical for maintaining a competitive edge, as engaged employees typically exhibit higher performance levels and stronger attachment to their work and company. Research shows that power distance within an organization—measuring the extent to which power differences are accepted and communicated—has a significant impact on employee performance. High power distance can lower motivation, while low power distance can place excessive pressure on employees. Effective work engagement can manage this balance, fostering an environment that promotes engagement and efficient decision-making, thereby improving overall organizational effectiveness. This study aims to explore the impact of employee engagement on performance at CV Mega Mendung Stell, providing insights to improve HR management and organizational performance. Keywords: Employee Engagement , Employe Performance , Power Distance
... The SECI process plays a role in improving the performance of SMEs, as the performance of SMEs is a significant factor in achieving organizational goals. However, the success of a goal is largely determined by the quality of leadership (Yukl, 2010). Therefore, in order to produce good SME performance, a quality organizational leader is also a necessary component. ...
This study investigates the role of Knowledge Creation (KC) through the SECI process in enhancing SMEs' performance, especially during the shift to online business activities amid the COVID-19 pandemic. SMEs need adequate knowledge and adaptability to survive and contribute to economic growth. This research proposes a model where KC, facilitated by digital technology, operates through the SECI process with support from Knowledge-Oriented Leadership (KOL). Effective knowledge sharing between leaders and members fosters the Value of Knowledge Congruence (VOKC), aligning organizational goals and improving performance. Using an explanatory quantitative approach, data were collected from 100 SMEs in Central Java (Semarang, Pekalongan, Rembang, and Jepara) through questionnaires. Data were analyzed using Partial Least Square (PLS). Results show that KOL significantly influences KC in the SECI process. Externalization and internalization positively and significantly affect VOKC, while socialization and combination have positive but insignificant effects. VOKC significantly enhances SMEs' performance, highlighting the importance of KC through the SECI process and leadership in driving SMEs' success in dynamic environments.
... Nilai-nilai tersebut digunakan sebagai pedoman bagi setiap anggota selama mereka berada dalam lingkungan organisasi tersebut dan dapat dianggap sebagai ciri khas yang membedakan sebuah organisasi dengan organisasi lainnya. Selanjutnya Schein (dalam Yukl, 2013:3) menyatakan bahwa budaya organisasi adalah asumsi dan keyakinan bersama tentang dunia dan tempat mereka di dalamnya, sifat dari waktu dan ruang, sifat manusia, dan hubungan manusia. ...
Abstrak : This study aims to describe the effect of transformational leadership, quality of work life, organizational culture on employee performance at PT Eksekutif Media Utama in Deli Serdang. This research was conducted for 4 (four) months, start from May 2022 until August 2022. This research use non probability sampling method. The respondents of this research are all employee at PT Eksekutif Media Utama in Deli Serdang which amounted to 89 (eighty nine) employees. The instrument of this research is a questionnaire to collent data from transformational leadership variable, quality of work life variable, organizational culture variable and employee performance variable. Data analysis techniques used are validity test, reliability test, descriptive analysis, multicolinearity test, normality test, multiple linear regression analysis, multiple linear correlation coefficient test, partial hypothesis test ot t test, simultaneous hypothesis test or F test, and calculation of coefficient of determination. The result of descriptive analysis for from transformational leadership variable, quality of work life variable, organizational culture variable and employee performance variable are in the good category at PT Eksekutif Media Utama in Deli Serdang. Based on partial analysis, transformational leadership, quality of work life, organizational culture have a positive and significant effect on employee performance at PT Eksekutif Media Utama in Deli Serdang. Simultaneously, transformational leadership, quality of work life, organizational culture have a positive and significant influence on employee performance at PT Eksekutif Media Utama in Deli Serdang. The contribution of transformational leadership, quality of work life, organizational culture variable to improve the employee performance variable is 0,785 or 78,5%, while rest of 0,215 or 21,5% influenced by other variables not examined by writer in this research, such as work satisfaction, work motivation, compensation and working environment.
... Effective coordination is essential for synchronizing efforts and ensuring that projects stay on track. According to Yukl (2013), effective coordination in management leads to improved efficiency and project success. ...
This study investigated the management skills of school heads overseeing income-generating projects (IGPs) in public secondary schools across the North Zone of the Schools Division of Ilocos Norte. Utilizing a descriptive research design, data from 11 school heads were collected during the 2023-2024 school year. The findings reveal a diverse landscape of IGPs, emphasizing the critical role of effective management and strategic financial planning for their sustainability. School heads demonstrate commendable proficiency across various management functions, contributing to efficient project management and resource allocation. These findings underline the importance of coordinated efforts by educational authorities and school administrators to ensure the long-term success of IGPs in the region.
... This vision should be able to inspire and motivate others to work towards a common objective (Northouse, 2021). Ability to Influence: Leaders must have the ability to influence others, whether through effective communication, a charismatic personality, or adequate knowledge and skills (Yukl, 2006). Fair and Ethical Leadership: Good leadership should be based on principles of ethics and fairness. ...
Human beings as caliphs (vicegerents) on earth is a concept derived from Islamic teachings. "Caliph" literally means "successor" or "representative." In this context, humans are seen as God's representatives on earth, entrusted with the responsibility to protect, care for, and wisely utilize natural resources and other living beings. As caliphs, humans have a moral and ethical responsibility to maintain ecosystem balance, preserve the environment, and sustainably manage natural resources. This includes protecting biodiversity, maintaining environmental cleanliness, and using natural resources responsibly for the common good and for future generations. This study uses a literature review (library research) method to explore and analyze the concept of caliphate in Islamic literature and its application in the context of environmental responsibility. The sources include the Qur'an, hadiths, and scholarly works related to ecology and environmental ethics from an Islamic perspective. In Islam, humans are given the freedom to use and benefit from everything on earth. However, this freedom must be exercised with full responsibility and awareness of its impact on nature and other living beings. Awareness of their role as caliphs also encourages moral and spiritual development, as humans are expected to act justly, wisely, and with full responsibility in carrying out this role. By understanding themselves as caliphs on earth, humans are expected to create harmony between personal interests, social interests, and environmental sustainability, thus achieving balance and continuity of life on this planet.
... They are supportive of their followers. They provide coaching and mentoring for their development (Yukl, 2013). ...
The study aims to examine the general leadership characteristics, leadership development and leadership style of the Jim White character in the McFarland USA (2015) movie in the context of leadership, the psychological capital levels of the team players coached by the White character in the context of psychological capital, and the development of psychological capital together with White's leadership. In addition, revealing the relationship between leadership and psychological capital based on characters is another aim of the study. In line with these aims, the content analysis method, one of the qualitative research methods, is used. As a result of the content analysis, it is concluded that the character White possesses leadership traits and tends to exhibit servant leadership among leadership types. In terms of psychological capital, it is concluded that the psychological capital levels of team players are quite low before White's leadership, but their psychological capital levels improve with the influence of White's leadership. It is also concluded that team players contain content related to four dimensions of psychological capital (hope, optimism, resilience, self-efficacy).
... Oleh karena itu, komunikasi yang efektif adalah keterampilan yang sangat penting, khususnya dalam konteks pemecahan masalah. Menurut Yukl (2013), komunikasi yang melibatkan semua pihak menciptakan rasa memiliki terhadap keputusan yang diambil, sehingga komitmen untuk melaksanakan solusi menjadi lebih kuat. ...
Buku yang memberikan gambaran komprehensif mengenai konsep dan teori dasar komunikasi. Buku ini mencakup berbagai topik yang menjadi fondasi untuk memahami peran komunikasi dalam kehidupan sehari-hari, mulai dari komunikasi interpersonal hingga komunikasi massa, serta pengaruh komunikasi digital di era modern. Buku ini dibagi ke dalam berbagai bab yang membahas aspek-aspek berbeda dari komunikasi, seperti pengertian dan ruang lingkup komunikasi yang mencakup elemen-elemen penting seperti pengirim pesan, pesan, saluran, penerima pesan, dan umpan balik. Selain itu, buku ini juga membahas teori-teori komunikasi, termasuk model komunikasi linear, interaksional, dan transaksional, yang mengkaji bagaimana pesan disampaikan dan diinterpretasikan. Jenis-jenis komunikasi seperti verbal, nonverbal, formal, dan informal juga dibahas dengan menyoroti peranannya dalam berbagai konteks komunikasi.
Buku ini juga mengulas aplikasi ilmu komunikasi dalam berbagai sektor, seperti organisasi, pemasaran, pendidikan, dan kesehatan. Aspek etika dalam komunikasi turut dibahas, dengan fokus pada tanggung jawab komunikator dan tantangan menjaga integritas komunikasi, terutama di era digital. Secara keseluruhan, buku ini berfungsi sebagai panduan pengantar untuk memahami bagaimana komunikasi berfungsi melalui berbagai media dan signifikansinya dalam membangun hubungan individu, struktur sosial, serta interaksi global. Buku ini sangat berguna bagi para mahasiswa dan profesional yang ingin meningkatkan keterampilan komunikasi mereka atau mendalami lebih jauh bidang ilmu komunikasi.
... The importance of leadership in computer systems engineering lies in the fact that, in addition to technical project management, engineers need interpersonal skills to lead diverse teams, collaborate across multiple areas, and maintain a strategic focus on technological innovation (Yukl, 2019). As the complexity of technological systems and applications grows, engineers must not only master the technical aspects, but also be able to motivate, communicate effectively, and lead through uncertainty (Maxwell, 2019). ...
“Engineering and Society” addresses a series of multidisciplinary research that explores the correlation between engineering and day-to-day problems in society, aligned with the areas of knowledge. Through eight chapters, this volume examines diverse topics, from the optimization of natural resources to the integration of technological tools and the strengthening of competencies in higher education.
... However, when it comes to validity, there is reason to question whether they really measure the three components scientifically. For example, the leadership component only consists of three items related to relation-oriented behaviours and has nothing related to structure-and change-oriented behaviours (Larsson and Vinberg 2010;Yukl 2013). The component motivation only measures internal factors and the component strategic management only measures items related to workplace goals. ...
Many public organizations are striving to develop sustainable workplaces with a focus on employee engagement. Different models are used in different countries and contexts to measure employee engagement. In Swedish public sector workplaces, a model consisting of three components is used: motivation, leadership and strategic management. There is a need to enhance understanding of the model and its relation to employee advocacy. This study aims to provide greater understanding of employee engagement dynamics in the public sector, including team climate and work-life balance components, and how this relates to aspects of employee advocacy. Statistical analyses of key components were carried out using survey results from 6 020 employees and managers in municipal workplaces. The findings highlight significant relations between the components investigated and the employee-advocacy-related measurement employee Net Promotor Score. Based on OLS regressions, motivation emerged as the most influential component, followed by leadership. It was possible to classify the participants into three categories: Promoters, Passives and Detractors. The promoters exhibited higher scores on all components, and managers had higher scores on several components compared to employees. The results confirm that it is important to use a multi-dimensional approach when studying employee engagement in public sector workplaces.
... Researchers focus on short-term outcomes like initial employee buy-in and reduced resistance; few studies explore how sustained ethical leadership impacts the organization's ability to adapt to continuous AI advancements (Kelley, 2022). Understanding the long-term implications of Idealized influence on trust, culture, and employee engagement remains crucial for leaders guiding organizations through ongoing technological evolution (Yukl, 2013). ...
ABSTRACT
The purpose of this quantitative study is to identify the relationship between the effectiveness of specific transformational leadership traits in Industry 4.0 environments by using regression analysis to examine how these traits (including inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation) impact both employee engagement and job satisfaction among organizational leaders facing challenges from artificial intelligence, machine learning, and predictive analytics. For the utility of the study, the effectiveness of these leadership traits is generally defined as their ability to enhance employee engagement and job satisfaction amidst rapid technological changes, as measured by the Federal Employee Viewpoint Survey (FEVS). The study employs a correlational design using a stratified random sample of 2,000 participants from U.S. federal agencies, ensuring demographic and organizational diversity. Data collection involves responses from the 2023 FEVS dataset, analyzed using regression modeling to assess relationships between leadership traits and employee outcomes. Anticipated findings suggest that transformational leadership traits play critical roles in fostering engagement and satisfaction in disruptive environments. The results aim to provide evidence-based insights for developing leadership programs tailored to address the unique demands of Industry 4.0. Future research recommendations include longitudinal studies to examine how sustained inspirational motivation influences employee engagement and productivity, particularly in the context of AI-driven organizational changes and Industry 4.0 environments, as well as encouraging further exploration into the applicability of findings across industries and organizational contexts beyond federal employees, particularly in sectors such as healthcare, education, finance, and manufacturing facing AI-driven disruptions.
Keywords: transformational leadership, employee engagement, digital transformation, AI, artificial intelligence, Industry 4.0, adaptive leadership, ethical leadership, job satisfaction
... Assim, candidatos que demonstram um histórico de solidariedade e bondade em suas comunidades são mais propensos a agir em benefício do bem comum. Este tipo de avaliação não deve ser subestimado, pois a percepção comunitária pode refletir comportamentos que não são evidentes em ambientes formais [21][22][23][24][25]. ...
Introdução O presente trabalho tem como objetivo apresentar um projeto de lei que estabeleça requisitos mínimos para a concorrência a cargos de alto escalão no Brasil e em outros países. Essa proposta visa impedir a ascensão de indivíduos com comportamentos inadequados, como psicopatas, e favorecer a participação de pessoas com perfil de liderança saudável, pautado em valores éticos e de bem-comum. Para isso, enfatiza-se a importância de critérios que considerem a bondade, solidariedade e práticas de administração solidária, com a exigência de um testemunho positivo de pelo menos 1000 pessoas relacionadas ao candidato, incluindo colegas de trabalho, familiares e membros da comunidade. Desde os tempos antigos a integridade moral, a capacidade e o compromisso com e desejo de servir são fundamentais para uma liderança Fundamentação Teórica Diversos estudos têm demonstrado a presença significativa de traços psicopáticos em líderes políticos e empresariais [1-5]. Essas pessoas são hábeis manipuladoras, possuem pouca empatia e tendem a priorizar seus interesses pessoais em detrimento do bem-estar coletivo [6-10]. O atual sistema eleitoral, em muitos países, acaba por beneficiar esse tipo de perfil, uma vez que a capacidade de agradar as massas é muitas vezes mais valorizada do que a integridade e a competência técnica [11-15]. A Necessidade de Requisitos Éticos e Comportamentais A implementação de critérios mais rigorosos para a ocupação de cargos de alto escalão é essencial para garantir que indivíduos com características positivas de liderança tenham maiores oportunidades de atuação. A pesquisa de Boddy (2011) revela que líderes com traços de psicopatia podem causar danos significativos às organizações e sociedades. Portanto, é imperativo que o sistema eleitoral priorize a empatia, a generosidade e a capacidade de cooperação [16-20].
... Liderlik adanmışlık, motivasyon ve tutku gerektirir (Elwell, Elikofer, 2015, s. 312). Liderlik yeteneği, belirlenmiş vizyon ve amaçlara ulaşmak için başkalarını etkilemeye dayanır (Bass, 1985;Yukl, 2002). Liderlik stili ve etkinliği kişilik (Elwell, Elikofer, 2015, s. 312;Jackson vd., 2015, s. 40), etnik köken, sınıfsal geçmiş (Jackson vd., 2015, s. 40) ve kültürel yapısı (Parry, Proctor- Thomson, 2002, s. 376;Vilas-Boas, Davel, Bispo, 2018, s. 16) etkilenmekle birlikte liderlerin astlarına yansıttıkları liderlik stratejileri ve bu lider kişinin sahip olduğu nitelikler içerisinde pek çok değişkeni barındırmakta ve farklı sonuçlara ulaşılmaktadır (Halis, Guliyev, 2019, s. 161). ...
Yönetim ve organizasyon, Örgütsel Davranış
Bu araştırma, yöneticilerin vizyoner liderlik davranışlarının, çalışanların örgütsel muhalefet davranışları üzerindeki etkisi ve bu iki değişken arasındaki ilişkide, örgütsel demokrasi algısının düzenleyici rolünü ortaya koymaya çalışmıştır. Araştırma, imalat sektöründe faaliyet gösteren 309 şirket yöneticisi ve çalışandan toplanan anketler üzerinden gerçekleştirilmiştir. Elde edilen veriler üzerinden ölçeklerin faktör analizleri yapılmış, değişkenler arası korelasyon incelenmiş ve regresyon analizleri ile hipotezler test edilmiştir. Düzenleyici etkiyi ölçmek için Hayes tarafından geliştirilen Process makrosu tercih edilmiştir. Bulgulara göre, örgütlerde vizyoner liderlik davranışının örgütsel muhalefet üzerinde anlamlı bir etkisi ortaya çıkmış ve bu etki üzerinde örgütsel demokrasinin önemli bir düzenleyici etkisi olduğu gözlemlenmiştir. Çalışma, konusu açısından özgün bir niteliğe sahip olup, birebir başka bir çalışmaya rastlanmamıştır. Bu açıdan, ileri de gerçekleşecek benzer araştırmalara ışık tutacağı düşünülmektedir.
En un mundo en constante transformación, las habilidades, la adaptación y la evolución se han convertido en pilares fundamentales para la supervivencia y el éxito. En este capítulo, nos adentraremos en el fascinante y desafiante terreno de cómo las habilidades humanas, tanto individuales como colectivas, han evolucionado a lo largo de la historia para adaptarse a las cambiantes condiciones de nuestro entorno. Darwin, C. (1859).
Senge, P. M. (1990), menciona que en este sentido, el mundo en el que habitamos hoy es radicalmente diferente del que conocieron las generaciones anteriores. Avances tecnológicos, desafíos medioambientales, cambios económicos y sociales, todos estos factores contribuyen a un panorama en constante evolución. En este contexto, las habilidades que ayer eran altamente valoradas pueden volverse obsoletas, mientras que otras emergen como esenciales para navegar en este nuevo mundo.
The Montessori curriculum is increasingly developing in Indonesia, particularly addressing early childhood education and kindergarten. The success of the curriculum is significantly influenced by the teaching staff led by the principal. The appropriateness of the principal's leadership model is crucial for the teachers to effectively implement the Montessori curriculum for their students. The aim of this study is to explore the role of transformational leadership of a principal in initiating changes, both in teacher readiness and the ultimate outcome, which is the character formation of students, within the context of teaching and learning activities at Cinnamon Montessori School in Jakarta. The research was conducted qualitatively. Data for this study were obtained through the participation of 11 teachers, 10 parents, and 1 principal, using interview and observation techniques, and data analysis was performed using the coding method (Strauss and Corbin, 1989). The results of the study indicate that the transformational leadership role of the Principal at Cinnamon Montessori School has an impact on the character formation of students, which is acknowledged by the parents. Abstrak Kurikulum Montessori semakin berkembang di Indonesia untuk menjawab khususnya pada pendidikan anak usia dini maupun TK. Keberhasilan Kurikulum tentu diperankan oleh tenaga pengajar yang dipimpin kepala sekolah. Tujuan dari penelitian ini adalah untuk mengeksplorasi peran kepemimpinan transformasional seorang kepala sekolah dalam menginisiasi perubahan, baik dalam kesiapan guru maupun hasil akhirnya, yaitu pembentukan karakter siswa, dalam konteks kegiatan belajar mengajar di Sekolah Montessori Cinnamon Jakarta. Penelitian dilakukan secara kualitatif deskriptif. Data untuk penelitian ini diperoleh melalui partisipasi 11 guru, 10 orangtua siswa, dan 1 kepala sekolah, dengan menggunakan teknik wawancara, observasi, dan analisis data dilakukan dengan metode coding (Strauss dan Corbin, 1989). Hasil penelitian menunjukkan bahwa peran kepemimpinan transformasional yang diemban oleh Kepala Sekolah di Sekolah Montessori Cinnamon memberikan dampak perubahan dalam pembentukan karakter siswa, yang diakui oleh orangtua siswa.
In the modern corporate landscape, ethical leadership has emerged as a critical factor in shaping sustainable organizational culture. Ethical leadership is characterized by the demonstration of integrity, transparency, fairness, and accountability, which fosters trust and promotes ethical behavior among employees. A sustainable organizational culture not only ensures long-term profitability but also enhances employee satisfaction, stakeholder trust, and corporate reputation. This research paper examines the role of ethical leadership in building and maintaining sustainable organizational culture by exploring the relationship between ethical leadership practices, employee engagement, organizational values, and sustainability. Drawing upon existing literature and case studies, this study analyzes how ethical leadership contributes to the development of ethical guidelines, promotes inclusive practices, and mitigates unethical behaviors. The paper concludes by providing recommendations for organizations seeking to cultivate ethical leadership and build a culture that fosters sustainability and long-term success.
Abstract
This study uses the transformational leadership model to examine the role of a leader's supportive communication style in enhancing employees’ motivation in organizations. The importance of this research related to the findings that supportive leaders can increase employees' intrinsic motivation by providing emotional support, encouragement, and attention to their needs. The significance of this research stems from the role of a supportive communication style, which not only leads to enhanced employee performance and creativity but also reduces stress and increases job satisfaction. In this study, a descriptive method was used and the transformational model was examined. The data collection approach was quantitative, which was conducted through a survey through the distribution of questionnaires, and the reliability of the questionnaire was checked in SPSS .817. The hypothesis established in this research is that “Applying a supportive communication style contributes to enhancing the motivation of the corporate employees, leading to loyalty and reducing the employee turnover rate.”. The preliminary results indicate that using an appropriate communication style provides a dynamic and motivating environment for corporate employees, leading to improved performance.
Keywords: Communication; Leadership; Organization; Supporting Communication Style; Transformational Model
ภูมิหลังและวัตถุประสงค์การวิจัย: คุณลักษณะสำคัญของผู้บริหารสถานศึกษาที่พึงมี คือ ภาวะผู้นำเชิงกลยุทธ์ที่มีความสามารถในการมองไปในอนาคตและกำหนดวิสัยทัศน์ที่สอดคล้องกับการเปลี่ยนแปลงของสังคมได้ รวมทั้งมีความสามารถกำหนดแผนกลยุทธ์ เพื่อให้องค์การมีทิศทางและเป้าหมายที่ชัดเจน ดังนั้นการวิจัยครั้งนี้จึงกำหนดวัตถุประสงค์เพื่อศึกษา 1) องค์ประกอบและตัวชี้วัดภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา 2) สภาพปัจจุบัน สภาพที่พึงประสงค์และความต้องการจำเป็นภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา 3) สร้างรูปแบบการพัฒนาภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา และ 4) ผลการใช้รูปแบบการพัฒนาภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา ระเบียบวิธีการวิจัย : การวิจัยแบ่งออกเป็น 4 ระยะ คือ ระยะที่ 1 ศึกษาองค์ประกอบและตัวชี้วัด กลุ่มผู้ให้ข้อมูลสำคัญ จำนวน 5 คน ระยะที่ 2) ศึกษาสภาพปัจจุบัน สภาพที่พึงประสงค์ความต้องการจำเป็นภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา กลุ่มตัวอย่าง ได้แก่ ผู้บริหารสถานศึกษาและครู จำนวน 297 คน เครื่องมือวิจัย คือ แบบสอบถาม มีค่าความเชื่อมั่นทั้งฉบับเท่ากับ .87 วิเคราะห์ข้อมูลโดยการหาค่าเฉลี่ย ค่าเบี่ยงเบนมาตรฐาน ระยะที่ 3 สร้างและพัฒนารูปแบบ กลุ่มผู้ให้ข้อมูลสำคัญ จำนวน 9 คน เพื่อประเมินรูปแบบ ระยะที่ 4 ศึกษาผลการทดลองใช้รูปแบบการพัฒนาภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา กลุ่มเป้าหมายที่ทำการศึกษา คือ ผู้บริหารสถานศึกษา สังกัดสำนักงานเขตพื้นที่การศึกษาประถมศึกษามหาสารคาม เขต 1 ผลการวิจัย: 1. องค์ประกอบและตัวชี้วัดภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษา ประกอบด้วย 1) การกำหนดทิศทางขององค์กร 2) วัฒนธรรมขององค์การ 3) การคิดเชิงกลยุทธ์ และ 4) การสื่อสาร 2. สภาพปัจจุบันโดยรวมมีค่าเฉลี่ยอยู่ในระดับมาก สภาพที่พึงประสงค์โดยรวมมีค่าเฉลี่ยอยู่ในระดับมากที่สุด และมีค่าดัชนีความต้องการจำเป็นเรียงลำดับจากด้านที่มีค่าสูงสุดถึงต่ำสุด ดังนี้ 1) การกำหนดทิศทางขององค์กร 2) วัฒนธรรมขององค์การ 3) การคิดเชิงกลยุทธ์ และ 4) การสื่อสาร ตามลำดับ 3. รูปแบบการพัฒนาประกอบด้วย 4 Module ได้แก่ Module 1 การกำหนดทิศทางขององค์กร Module 2 วัฒนธรรมขององค์การ Module 3 การคิดเชิงกลยุทธ์ Module 4 การสื่อสาร และ 4. ผลการทดลองใช้รูปแบบ 1) ผลการประเมินผลการปฏิบัติตามองค์ประกอบและตัวชี้วัดของรูปแบบโดยรวมมีค่าเฉลี่ยอยู่ในระดับมากที่สุด 2) ผลการศึกษาความพึงพอใจการใช้รูปแบบมีค่าเฉลี่ยอยู่ในระดับมากที่สุด สรุปผล ภาวะผู้นำเชิงกลยุทธ์ของผู้บริหารสถานศึกษาถือได้ว่าเป็นเรื่องที่สำคัญมากในการบริหารสถานศึกษาและการจัดการศึกษาให้มีคุณภาพเกิดประสิทธิภาพและประสิทธิผล ซึ่งในยุคปัจจุบันที่ผู้บริหารต้องให้ความสำคัญเกี่ยวกับกลยุทธ์ที่ใช้ในการบริหาร รวมถึงกลยุทธ์ในการนำโยบายไปปฏิบัติในสถานศึกษา ประกอบด้วยองค์ประกอบดังนี้ 1) การกำหนดทิศทางขององค์กร 2) วัฒนธรรมขององค์การ 3) การคิดเชิงกลยุทธ์ และ 4) การสื่อสาร
Buku Dasar Manajemen Pendidikan
Bab 7 Manajemen Sarana dan Prasarana Pendidikan
Effective leadership among teachers is essential to produce a productive and prosperous future generation. Therefore, one of the approaches that can be taken is to introduce elements of leadership as early as the teacher preparatory stage. This study aims to find out the level of effectiveness of pre-service teacher leadership practices of the Malaysian Institute of Teacher Education (Institut Pendidikan Guru Malaysia) in the Central zone. Specifically, this study aims to identify the level of effectiveness of IPGM trainee teacher leadership practices based on the domain of striving for futuristic leadership, setting the direction, enriching data, appreciating diversity, respecting stakeholder consensus, and practicing a collaborative & collective culture. This study applied a quantitative method that uses a survey approach. Data was collected using an online questionnaire on 309 pre-service teachers at four Malaysian Teacher Education Institutes in the Central Zone. Data were analyzed using Statistical Program Package for the Social Sciences (SPSS) version 26.0 software, which uses descriptive statistical methods such as mean and standard deviation. The results of the study show that the level of effectiveness of the leadership practices of IPGM trainee teachers in the middle zone is generally at a moderate level (Mean=3.48, SP=0.70). The implication of this study is that education stakeholders realize that the leadership of pre-service teachers needs to be emphasized and improved continuously. Policy makers should devise targeted interventions and support mechanisms aimed at fostering a culture of leadership at the early stages of teacher education.
This article describes the development of an organization-wide intervention to address moral distress in healthcare. A multidisciplinary team, including researchers and organizational partners, used intervention mapping and the theoretical domains framework to create the moral empowerment system for healthcare. This system encompasses a suite of strategies designed for integration into organizations’ operations to empower healthcare professionals individually and collectively to address moral events. This suite includes an ethics education program for healthcare professionals, interprofessional teams, and leaders; moral empowerment consultations; reflective debriefings; and mentoring. An implementation and evaluation plan is also presented, highlighting a staged approach that reflects the organizational context. Ultimately, the approach described here offers healthcare leaders a practical and systematic method to design, implement, and evaluate moral distress interventions, tailoring them to their specific environments.
Many interconnected factors have been implicated in the prediction of whether a given individual occupies a managerial role. These include an assortment of demographic variables such as age and gender as well as trait emotional intelligence (trait EI) and cognitive ability. In order to disentangle their respective effects on formal leadership position, the present study compares a traditional linear approach in the form of a logistic regression with the results of a set of supervised machine learning (SML) algorithms. In addition to merely extending beyond linear effects, a series of techniques were incorporated so as to practically apply ML approaches and interpret their results, including feature importance and interactions. The results demonstrated the superior predictive strength of trait EI over cognitive ability, especially of its sociability factor, and supported the predictive utility of the random forest (RF) algorithm in this context. We thereby hope to contribute and support a developing trend of acknowledging the genuine complexity of real-world contexts such as leadership and provide direction for future investigations, including more sophisticated ML approaches.
Zusammenfassung
Die gegenwärtige Dynamik des Wandels in Gesellschaft und Arbeitswelt führt in helfenden Berufen zu Konflikten. Mediationskompetenz bei Führungskräften kann hier einen entscheidenden Beitrag zur Verständigung und der Verbesserung der Mitarbeitendenbeziehungen leisten und somit Zufriedenheit und Personalbindung fördern. In dem Beitrag werden spezifischen Herausforderungen beleuchtet, mit denen Führungskräfte im sozialen Dienstleistungssektor konfrontiert sind. Angesichts des steigenden Konfliktpotential wird der Blick auf die Gestaltung von Beziehungen gelenkt. Damit rückt Mediationskompetenz in den Fokus. Doch was sich dahinter verbirgt und inwieweit sie einen Beitrag zur Führung von Menschen leisten kann, sind Fragen, mit denen sich in diesem Artikel auseinandergesetzt wird.
Leadership in hospital administration plays a pivotal role in ensuring the efficient operation of healthcare systems. In an era of rapidly evolving healthcare demands, administrators face challenges such as resource optimization, workforce management, and technological integration. This study examines the role of leadership in navigating complex healthcare systems, emphasizing the competencies required to address contemporary challenges. Using a mixed-methods approach, this research explores leadership styles, their impact on organizational performance, and strategies to enhance leadership effectiveness. Findings suggest that transformational leadership, collaborative decision-making, and continuous professional development are critical for success in hospital administration.
This study aims to analyze the dimensions of organizational strengthening at the Aceh Ulama Consultative Assembly (MPU) institution. This research uses a descriptive qualitative approach with data collection techniques in the form of interviews through open-ended questions. Field observations were made in the form of observations on organizational work culture, employee empowerment, and other activities at the Secretariat of the Aceh MPU Institution. Secondary data was reviewed on documents relevant to the research, such as performance reports, financial reports, regulations relating to MPU Aceh. The results of the study found that the organizational strengthening dimension of the Aceh MPU Institution in the aspect of the incentive system has been running well, there is an incentive system obtained by MPU Aceh members according to applicable regulations. The leadership aspect cannot be categorized as collective or network leadership. The coordination of MPU Aceh so far has only been internal to the organization between the Provincial MPU and the district / city MPU. It has not yet carried out cross-agency coordination. Collaborative leadership is the art of leading by involving many actors/institutions in the problem-solving process. This leadership model is very helpful in overcoming the limitations experienced by MPU Aceh in carrying out its duties and functions. In the aspect of employee empowerment, it has been running well, there is a division of labor through existing commissions. Organizational strengthening at MPU Aceh, which includes components of the incentive system, employee empowerment, leadership, organizational culture, and communication, will be more optimal if supported by strong and collaborative leadership.
This research discusses the Sekolah Penggerak Program, School Transformation and the Scope of the Sekolah Penggerak Program. The Sekolah Penggerak Program is an effort to realize the vision of Indonesian Education in realizing an advanced Indonesia that is sovereign, independent and has personality through the creation of Pancasila Students. The Sekolah Penggerak Program focuses on developing holistic student learning outcomes which include competency (literacy and numeracy) and character, starting with superior human resources (school principals and teachers). The Sekolah Penggerak Program is a refinement of the previous school transformation program. The Sekolah Penggerak Program will accelerate public/private schools in all school conditions to move 1-2 stages further forward. This research was carried out through a literature study by collecting a number of literature in the form of books and journals related to driving teachers and analysis of the data used was critical to explore more deeply about driving teachers and the role of driving teachers. ABSTRAKPenelitian ini membahas tentang Program Sekolah Penggerak, transformasi Sekolah dan Ruang Lingkup Program Sekolah Penggerak. Program Sekolah Penggerak adalah upaya untuk mewujudkan visi Pendidikan Indonesia dalam mewujudkan Indonesia maju yang berdaulat, mandiri, dan berkepribadian melalui terciptanya Pelajar Pancasila. Program Sekolah Penggerak berfokus pada pengembangan hasil belajar siswa secara holistik yang mencakup kompetensi (literasi dan numerasi) dan karakter, diawali dengan SDM yang unggul (kepala sekolah dan guru). Program Sekolah Penggerak merupakan penyempurnaan program transformasi sekolah sebelumnya. Program Sekolah Penggerak akan mengakselerasi sekolah negeri/swasta di seluruh kondisi sekolah untuk bergerak 1-2 tahap lebih maju. Penelitian ini dilaksanakan melalui studi pustaka dengan mengumpulkan sejumlah literature berupa buku, dan jurnal yang berkaitan dengan guru penggerak dan Analisis data yang digunakan adalah kritis untuk menelusuri lebih mendalam tentang guru penggerak dan peran guru penggerak.
This study aims to analyze the influence of leadership and co-worker relationships on employee productivity within the work environment of the Main Clinical Laboratory at Siaga Medika Jakarta. The research employs a quantitative approach using regression analysis, with 15 employees serving as respondents. Data collection was conducted through a structured questionnaire, which was tested for validity and reliability to ensure the accuracy of the findings. The results indicate that both leadership and co-worker relationships have a positive and significant impact on employee productivity. These findings suggest that effective leadership contributes to a structured and motivational work environment, while harmonious co-worker relationships foster collaboration and teamwork, ultimately enhancing overall organizational productivity.
Leadership studies have predominantly relied on Western-centric concepts and models, often neglecting the particularities of context-specific leadership approaches. This imbalance highlights the need for more contextualised and culturally sensitive research to deepen our understanding of leadership practices in intercultural contexts. Therefore, this study adopts a contextualised and culturally sensitive approach that emphasises specific nuances and variations in paternalistic leadership practices. Building on this perspective, we propose an understanding of Paternalistic Leadership (PL) that goes beyond a simplistic dyad, recognising the cultural specificities that shape a ‘hybrid’ form of PL, characterised by a humanistic and a person-oriented dimension that prioritises building interpersonal relationships and fostering emotional bonds, as found in Latin American societies. We also explore its adoption outside its traditional cultural contexts, particularly in intercultural settings, an area that has rarely been explored in Cross-Cultural Management (CCM) and leadership research. To address this gap, we conducted a qualitative case study with a female leader from Chile and her multicultural team in a German multinational corporation (MNC). Our findings suggest that this ‘hybrid’ form of PL was embraced, as it was both adopted by the leader and accepted by the followers through leadership practices and behaviours characterised by emotional engagement, a balanced approach between control and care, and the leader’s multicultural experiences. Furthermore, we offer insights into how leaders from non-Western cultures navigate leadership in Western MNCs.
This study discusses the influence of leadership style on human resource (HR) performance and the quality of student graduates at ABCD Jakarta Polytechnic. This study aims to analyze the impact of leadership style applied by institutional leaders on HR performance and the quality of student graduates. The research method used is a qualitative method with a descriptive approach. Data were collected through questionnaires distributed to lecturers, administrative staff, and students, as well as in-depth interviews to gain further perspectives. The results of the study indicate that the dominant authoritarian leadership style in this institution contributes to employee performance which is only at a moderate level and the quality of graduates that is not optimal. In contrast, transformational and participatory leadership styles have been shown to have a significant positive influence in increasing motivation, HR performance, and graduate quality. The main recommendation of this study is the need for a shift in leadership style from authoritarian to a more inclusive and supportive style to improve overall institutional performance.
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