Ethical context of the participative leadership model: taking people into account

2009 ◽  
Vol 9 (4) ◽  
pp. 461-472 ◽  
Author(s):  
Boleslaw Rok
Keyword(s):  
Participative Leadership ◽  
Leadership Model ◽  
Ethical Context

scholarly journals Pelatihan Kepemimpinan Dan Pembinaan Untuk Meningkatkan Kemampuan Para Pengurus OSIS SMA Dan SMK Negeri Di Jakarta Utara

2020 ◽  
Vol 2 (2) ◽  
pp. 72-79
Author(s):  
Muhammad Ramaditya ◽  
Syahrul Effendi ◽  
Faris Faruqi
Keyword(s):  
Social Life ◽  
Change Leadership ◽  
Visionary Leadership ◽  
Participative Leadership ◽  
School Environments ◽  
Leadership Model ◽  
Student Council ◽  
Leadership Motivation ◽  
Evolution Of Mind ◽  
Modern Era

In the modern era, the leadership values and processes that must be passed by someone to become a leader has been changed. The evolution of mind and social life has changed the paradigm of modern humans in the view of the concept of leadership. To be a leader, a person must speak and train himself to have the character, abilities or qualities that should be owned by leaders. The Students who manage intra-school organizations (OSIS) are one of the forerunners of future leaders in the future and have an interest in driving change in their respective schools so that they become better. As a form of caring in building a leadership model that has integrity, Indonesia College of Economics conducts leadership training and coaching for OSIS administrators in SMA & SMK Negeri as well as the private sector in North Jakarta. The method used in this training consisted of lecture activities, question and answer sessions, discussion of case studies, by explaining the basic concepts of visionary leadership, participative leadership styles, change leadership and how to make decisions correctly. After this training, it is hoped that the student council officials will possess and demonstrate leadership motivation skills that are ready to challenge and can inspire students in their respective school environments.

scholarly journals The Syuro-Participative Leadership in Al-Qur’an-Based Pesantren in the Disruption Era

Ta dib ◽  
2021 ◽  
Vol 24 (2) ◽  
pp. 15
Author(s):  
Muh. Mustakim ◽  
Ahmad Salim ◽  
Kana Safrina Rouzi ◽  
Ruwet Rusiyono ◽  
Desy Khusna Nurmaida
Keyword(s):  
Boarding School ◽  
Major Influence ◽  
Participative Leadership ◽  
Leadership Model ◽  
Leadership Models

This study discussed the renewal of leadership models in Al-Qur'an-based pesantren. Leadership in pesantren has a major influence on its development and existence. Ibn Abbas Islamic Boarding School is interesting to study because it is modern managed. This is a case study to examine in depth the developed leadership model. The data were collected through observation, documentation, and interview, and analyzed using the Miles Huberman triangulation model, so that the results were in the form of abstractions showing their novelty. Pesantren Ibnu Abbas Klaten is led by a director who acted as a manager as well as mufti and kyai. The director supervises three educational units; the pesantren, the santri, and the school unit, which each led by a chief. Even though a director (or Kyai) has full leadership rights, the "syuro-participative" leadership model is implemented in regular meetings every week, and the deliberation results showing the participation of each existing institution. This indicated that the highest forum is at the leadership meeting, not unilaterally by the Kyai.

scholarly journals Participative Leadership At Sma Labschool Kebayoran Jakarta

2018 ◽  
Vol 3 (1) ◽  
Author(s):  
Faisal Ade
Keyword(s):  
Decision Making ◽  
School Principals ◽  
Qualitative Approach ◽  
Participative Leadership ◽  
Leadership Model ◽  
Data Presentation ◽  
Participatory Decision Making ◽  
Reduction Techniques ◽  
Participatory Leadership ◽  
Made In

AbstractThe purpose of this study was to determine the procedures, implementation, constraints and efforts made in participatory decision making planned by the principal at SMA Labschool Kebayoran Jakarta. This study used a naturalistic qualitative approach with data collection techniques in the form of observation, interviews and documentation studies. Data analysis is done by data reduction techniques, data presentation, drawing conclusions and checking the validity of the data.The results showed that the Principal of SMA Labschool Kebayoran Jakarta always made a plan before making a decision by formulating in advance which decision-making procedures were relevant for each problem faced. The participatory decision-making procedures chosen by the principal vary widely, depending on the context. However, there are obstacles faced in the implementation of participatory decision-making procedures, there are teachers and employees who feel that participatory decision making seems slow and the presence of principals is relatively lacking due to their duties and responsibilities outside of school. The efforts made by the head are to give the maximum understanding to the teachers and their employees to prepare data before making decisions so that the impression of being slow can be minimized. In connection with the lack of attendance of school principals, it can be overcome by utilizing the delegation model to their representatives, and besides that, the principal uses the meeting time every week which is led by the headmaster himself.Suggestions in this study for several parties, especially to the principal in improving school productivity, namely the participatory leadership model in the decision-making procedures applied by the headmaster of the Labschool Kebayoran High School Jakarta to be further improved according to the situation and needs of the teachers and employees. Keywords: Parsitipative Leadership, Procedure, Implementation and Decision Making

scholarly journals Pemberdayaan Masyarakat Melalui Pengembangan Ekowisata Pasir Putih Kawasan Goa Janji Desa Mallari Kabupaten Bone Sulawesi Selatan

2020 ◽  
Vol 2 (2) ◽  
pp. 58-66
Author(s):  
Emmi Azis ◽  
Sirwanti Azizul Marwah ◽  
Dian Riani Said
Keyword(s):  
Social Life ◽  
Change Leadership ◽  
Visionary Leadership ◽  
Participative Leadership ◽  
School Environments ◽  
Leadership Model ◽  
Student Council ◽  
Leadership Motivation ◽  
Evolution Of Mind ◽  
Modern Era

In the modern era, the leadership values and processes that must be passed by someone to become a leader has been changed. The evolution of mind and social life has changed the paradigm of modern humans in the view of the concept of leadership. To be a leader, a person must speak and train himself to have the character, abilities or qualities that should be owned by leaders. The Students who manage intra-school organizations (OSIS) are one of the forerunners of future leaders in the future and have an interest in driving change in their respective schools so that they become better. As a form of caring in building a leadership model that has integrity, Indonesia College of Economics conducts leadership training and coaching for OSIS administrators in SMA & SMK Negeri as well as the private sector in North Jakarta. The method used in this training consisted of lecture activities, question and answer sessions, discussion of case studies, by explaining the basic concepts of visionary leadership, participative leadership styles, change leadership and how to make decisions correctly. After this training, it is hoped that the student council officials will possess and demonstrate leadership motivation skills that are ready to challenge and can inspire students in their respective school environments.

Real-World Application of the EI Leadership Model: Working With Worldviews in a Medical Organization

2012 ◽  
Author(s):  
Kelly Dyjak Leblanc ◽  
Caitlin Femac ◽  
Craig N. Shealy ◽  
Renee Staton ◽  
Lee G. Sternberger
Keyword(s):  
Real World ◽  
Medical Organization ◽  
Leadership Model ◽  
Real World Application

HABITUAL ACTION DALAM KEPEMIMPINAN SPIRITUAL

1970 ◽  
Vol 7 (1) ◽  
Author(s):  
Abdul Basit
Keyword(s):  
Organizational Culture ◽  
Spiritual Leadership ◽  
Academic Community ◽  
Spiritual Values ◽  
Leadership Model ◽  
Leadership Crisis ◽  
National Leaders ◽  
Deep Meaning ◽  
The University ◽  
Strategic Policies

Toward leadership crisis that crashed the nation of Indonesia, one of thefactors contributors come from universities, concerning Higher Education is anursery area of society and the national leaders. To overcome the crisis, it needed torepair the leadership models that are able to change and improve social and nationallife. The mandate of the university is shaping and sharpening thinking of thelecturers, students, and alumni to always siding, thinking and acting for the benefitand improvement of the surrounding communities. One alternative models ofleadership that are relevant to college is spiritual leadership.Spiritual leadership has been tested and researched by Louis W. Fry ( 2003)along with the comrades in the context of different organizations and the resultsshow the possibility of the application of this theoretical model for various types oforganizations. According to Fry spiritual leadership is the incorporation of thenecessary values, attitudes and behaviors to motivate intrinsically oneselves andothers to be such a way so that they have a sense of spiritual defense through the callof duty and membership.Spiritual leadership model is studied by the author in STAIN Purwokerto, asIslamic educational institutions which incidentally has been practicing spiritualvalues in their environment. The study was conducted using qualitative research andcase study approach.Spiritual leadership in STAIN Purwokerto is constructed based on threeimportant things: First, the existence of spiritual values that were held by leaders andserve as an ideology or belief to motivate himself and others. Spiritual values arevalues such are togetherness, belief or determination, and obeying the rules. Second,building tradition of spiritual leadership that is reflected in the actions taken byleaders in achieving the vision to be achieved by STAIN Purwokerto. The habitualprocess is done by sticking to spiritual values carried. Then it is implemented byissuing flagship programs supported by strategic policies carried out intensively sothat it becomes a regular agenda of the academic community and staff as well as toproduce a healthy organizational culture and quality. Third, organizational culture isfostered by building a dynamic atmosphere, full of family-like-feeling, cooperation,open and respectful in terms of spiritual, intellectual and professional. The efforts aremade from simple things and daily life by providing deep meaning so that it can beused as a driver towards the direction of progress .

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

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