Administrative Leadership Managerial Competencies in Higher Educations (Study on Planning Aspect)

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Administrative Leadership Managerial Competencies
in Higher Educations (Study on Planning Aspect)
Lusi Susanti1,* Nurhizrah Gistituati2, Yasri 3, Hadiyanto4
1 2 3,4 Doctoral Program of Education, Universitas Negeri Padang
*Corresponding author. Email: lusisusanti_mp@ fip.unp.ac.id
ABSTRACT
institutions as seen from the ability to plan. This research is descriptive quantitative. The study population consisted of
all university administrative leaders. The study population consisted of all Kasubang, amounting to 25 people. This
study uses total sampling, but when the research data collection process/. The research sample consisted of 20 heads
and sub-division heads. The research instrument consisted of a questionnaire with 5 alternative answers. The research
data were processed using averages and percentages. The results showed that the managerial competence of higher
education administrative leaders, seen from the aspect of planning ability, was owned by each leader with a
percentage of 69,39% in the “able category”. This achievement still needs improvement. This research implies that a
concrete step is needed to improve the managerial competence of administrative leaders in higher education that can
be implemented by giving some training to administrative leaders.
Keywords: Ability to plan, Managerial Competence, Administrative Leaders, Higher Education Institution.
1. INTRODUCTION
What is necessary for higher education to be able to
compete in the global arena is professionalism in the
management of higher education to realize the tri
dharma of higher education. Today's universities must
be managed by people who truly master the complex
problems faced by universities, such as student affairs,
learning, infrastructure, planning, finance, fundraising,
and cooperation; if the college wants to advance [1], [2],
[3]. Research in several universities in America shows
that universities that are professionally managed by
people who truly master university problems will
quickly grow and develop into research universities [4].
Furthermore, the results of research show that the ability
of the President of the University to carry out his
leadership greatly influences the effectiveness of the
university [5].
One of the important components in the
management of higher education is the administrator or
better known as administrative personnel.
Administrative personnel is structural personnel who are
tasked with providing technical and administrative
service support for higher education related to planning,
student affairs, finance, facilities and infrastructure,
learning, staffing, research, service, quality assurance,
and cooperation.
In higher education, administrative affairs are
carried out by administrative executives consisting of
the head of the bureau, heads of subdivisions and
subdivisions as well as administrative staff. The Head of
Bureau, Head of Division, and Head of Subdivision are
the administrative leaders in higher education. For the
sake of running administrative activities smoothly and
helping the process of implementing higher education
effectively and efficiently, the Head of Division and
Head of Subdivision must meet the qualifications and
have a set of competencies and abilities in carrying out
their duties and foster their staff to be more skilled and
professional in providing administrative services to all
existing elements. at University. One of the
competencies and abilities that an administrative an
operator must have is managerial competence. The
managerial abilities of higher education include
technical, interpersonal, conceptual, and administrative
skills related to higher education management [6].
Organizations, both public and private, demand results.
Organizational success often depends on specific
managerial techniques [7]. Likewise in success at a
college.
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Proceedings of the 2nd International Conference Innovation
in Education (ICoIE 2020)
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Managerial competencies are related to
competencies regarding the management of all aspects
of higher education, namely academic, staffing,
financial, general, student affairs, planning and
information systems, as well as cooperation and public
relations. All these aspects must be managed properly
by the Head of Division and the Head of Sub-Division
so that they can provide satisfying and appropriate
services to all academicians who need administrative
services. So for that the managerial competence
possessed by the Head of Division and the Head of Sub
Division will greatly affect their performance for the
smooth running of higher education management and
the quality of administrative services. Because the
mastery of proper and good managerial competence by
the Head of Division and Head of Subdivision as well as
administrative staff will greatly assist higher education
leaders in higher education management so that the
university's vision and mission can be achieved
properly. Quality is determined by management, not
workers. Because management and leadership abilities
are management tools used by managers that can
influence the behavior of their employees to achieve
organizational goals [8].
The managerial competence of the Head of
Department is not optimal enough to support the
leadership in the management of higher education. One
phenomenon shows that the head of the student affairs
subdivision has a work plan that has not changed with
regard to student affairs. The work plan is more of a
work plan that is not passed down from generation to
generation and there is no update on further work plans.
This work plan is based solely on experiences in
previous years.
Experts have indeed researched a lot about the
managerial competence of a leader. Such as examining
individual and contextual influences on managerial
competency needs [9]; managerial competence and
managerial performance appraisal processes [10],
Strategic Management Development: Using
Experiential Learning Theory to Assess and Develop
Managerial Competencies [11] Higher Education
Administrators' Managerial Competency in Turkey [12].
From several studies that have been conducted by
previous researchers, there has been no research that
examines the managerial competence of administrative
leaders, especially in planning abilities as seen from the
perception of the Head of Subdivision. Therefore, this
study aims to describe the managerial ability of higher
education administrative leaders in the aspect of
carrying out the ability to plan.
2. METHODS
This research is a quantitative descriptive study that
describes the real condition of the administrative
leadership's ability to make plans based on the
perceptions of the sub-division head.
The population is defined as a group of individuals
who have the same characteristics [13] (which is the
focus of the researcher's attention where the results of
the research will be generalized [14]. A sample is a
group of individuals who are determined by the
researcher to be studied who are selected from members
of the population. The research population consisted of
all the heads of the UNP faculty and postgraduate
departments, totaling 25 people. The sample was taken
by total sampling so that the number of samples was 25
people, however, when collecting the questionnaire, 20
questionnaires were collected so that these 20
questionnaires were used as the research sample.
This study consisted of one variable, namely
managerial competence in the aspect of planning. The
research data were collected using a Likert scale
questionnaire. The questionnaire consists of 5
alternative answers, namely very capable, capable,
capable enough, less capable, and incapable.
The research data were processed by taking several
steps, namely 1) data tabulation, 2) finding the average
score, and 3) determining the criteria. Data descriptions
were carried out by calculating the average score for
each question item. The calculation results were then
analyzed by comparing the criteria guidelines. The
guidelines for this criterion are processed in the
following steps:
 The highest number of scores for each answer
 The lowest total score for each answer
 Number of answer choices: 5 (the number of
interval classes)
 Class length intervals
𝑆𝑢𝑚 𝑜𝑓 𝐻𝑖𝑔ℎ𝑒𝑠𝑡 𝑆𝑐𝑜𝑟𝑒𝑠 – 𝑆𝑢𝑚 𝑜𝑓 𝐿𝑜𝑤𝑒𝑠𝑡 𝑆𝑐𝑜𝑟𝑒𝑠
5
= 100 −20
5=16
Table 1. Classification of Research Results
Grade
Criteria of Classification
100 – 84
Very Capable
83 – 69
Able
68 – 52
Enough Capable
51 – 35
Underprivileged
34 – 18
Not Capable
Source: Data processing by researchers (2020)
3. RESULT AND DISCUSSION
The results of research on managerial competence of
higher education administrative leaders, especially in
the planning aspect as perceived by the head of
subdivision, can be seen in the following table 2 below.
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From table 2 describes the results of data processing
from the study that based on the perception of the head
of subdivision, on average, the ability of higher
education administrative leaders in planning was at an
average score of 69.39 with an achievement percentage
of 69.39%. of the 18 items measured in this study, 7
statements are in the "quite capable" category, namely
1) ability to analyze problems before compiling a work
plan, 2) ability to prepare work plans based on the needs
of work units/faculties/institutions, 3) ability to arrange
employee/staff career development and guidance plans,
4) ability to prepare a proportional budget plan and use
of organizational unit funds according to procedures, 5)
ability to develop cooperation development plans with
other units or agencies to improve the quality of
faculties/institutions, 6) ability to design better
information systems in faculties/work units/institutions
and 7) ability to plan a forum for research and
community service for lecturers in the faculty.
meanwhile, the remaining 11 statements are in the
capable category.
The aspect with the lowest score is found in the
statement "ability to prepare work plans based on the
needs of work units/faculties/institutions" with an
achievement percentage of 63%. a leader must be able
to compile a work plan based on needs. this is important
to do because compiling a work plan according to needs
will certainly be able to produce something more
efficient and efficient. developing a work plan
according to your needs will also place great emphasis
on the effectiveness and efficiency of the work being
done. as we know that planning means determining
what to achieve. planning is the determination of how to
achieve an objective - deciding what is to be done and
when to do it [15]. determining a work plan based on
needs can also be an an effective tool for clarifying
problems and identifying appropriate steps or solutions
to the problems at hand. By clearly identifying the
problem, limited resources can be directed to develop
and implement feasible and appropriate solutions [16].
The aspect that gets the highest score is found in the
statement "Ability to draft correspondence" with an
achievement percentage of 77% being in the capable
category. An administrative leader must also have the
ability to plan various letters, including drafting letters.
This aspect is the indicator with the highest
achievement. This means that administrative leadership
has good skills in drafting the various letters needed.
Table 2. Results of research on managerial competence in the planning aspect
No
Statement
Amount
%
Criteria
3
The ability to determine priorities in preparing work plans for problem
solving in work units/faculties/institutions
72
72%
Able
4
The ability to collect data from subordinates in compiling a specific work
plan
74
74%
Able
5
Ability to socialize work plans to subordinates
71
71%
Able
6
The ability to involve subordinates in planning according to work units.
73
73%
Able
7
Ability to plan according to the work unit's vision and mission.
73
73%
Able
8
Ability to plan quality improvement based on the demands of
organizational change
70
70%
Able
9
Ability to analyze existing and required facilities and infrastructure.
72
72%
Able
10
Ability in drafting correspondence
77
77%
Able
11
Ability to plan coaching and career development for employees/staff
66
66%
Quite capable
12
Ability to prepare a budget plan and use of organizational unit funds
proportionally and according to procedures
64
64%
Quite capable
13
Ability to develop cooperation development plans with other units or
agencies to improve the quality of faculties/institutions.
68
68%
Quite capable
14
Ability to design better information systems in faculties/work
units/institutions
66
66%
Quite capable
15
Ability to prepare all components that support the smooth learning process
academically and non-academically
69
69%
Able
16
The ability to plan a forum for research and community service for
lecturers at the faculty.
67
67%
Quite capable
17
Ability to design information systems that are more precise and secure in
work units.
69
69%
Able
18
Ability in designing a forum for developing scientific publications by
lecturers.
71
71%
Able
Total
1249
Average
69,39
69,39%
Able
4. CONCLUSION
The administrative leadership managerial
competence in terms of the ability to prepare planning
according to the opinion of the sub-division head is
generally owned by the higher education leadership.
The results showed that administrative leadership was
able to make plans. However, the ability to formulate
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these plans still needs to be improved because the
statements measured in the study show that in several
aspects, the capabilities of the administrative leadership
are still not optimal so that a real step is needed to
improve these competencies. Therefore, this study
provides recommendations for conducting various kinds
of training to improve the ability of administrative
leaders in planning.
ACKNOWLEDGMENTS
The researcher would like to thank all respondents
who have provided the required information. The author
also thank to all the supervisors who have provided
input and suggestions related to the research that the
researcher has carried out.
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