Positive, Visionary Leadership

1991 ◽  
Vol 3 (3) ◽  
pp. 7-13 ◽  
Author(s):  
Robert C. Mason
Keyword(s):  
Visionary Leadership

Capability Model of Manage Human Resource And Service Agreement at PT X

2017 ◽  
Vol 4 (1) ◽  
pp. 54-58 ◽  
Author(s):  
Inez Gavrila Wahyudi ◽  
Johan Setiawan ◽  
Wella Wella
Keyword(s):  
Information System ◽  
Human Resources ◽  
Human Resource ◽  
Visionary Leadership ◽  
Assessment Process ◽  
Human Communication ◽  
Level 3 ◽  
Service Agreement ◽  
And Control ◽  
Work Management

This research was made with purpose to measure the capability of human resource and work management in PT. X using COBIT 5.0. In the assessment process, researcher applied 1 domain (align, plan, and organize) with 2 processed, Manage Human Resource APO 07) and Manage Service Agreement (APO 09). Data collection was obtained from the distribution of questionnaires to IT division (there were 127 items of the question and 10 respondents). The result of this research figured out that APO 07 stopped in level 2 with score 82.50 in level 3 and APO 09 ended in level 3 with score 84.10 in level 4. In conclusion, there were still few problems that made human resources in PT X unable to reach level 5. PT.X ought to do audit regularly in deep and holistically.   Keywords— Align Plan and Organize, Capabilities Level, COBIT 5.0, Manage Human Resources, Manage Service Agreement REFERENCES [1] Sumarsono, Sonny. 2003. Ekonomi Manajemen Sumber Daya Manusia. Jakarta: LPFE-UI. [2] Gondodiyoto, Sanyoto. 2003. Audit Sistem Informasi (Pendekatan COBIT). Bekasi : Mitra Wacana Media. [3] ISACA. 2013. COBIT 5 A Business Framework for the Governance and Management of Enterprise IT. USA : Enterprise GRC Solution Inc. [4] ISACA 2013. COBIT 5 for Information Security. USA : Enterprise GRC Solution Inc. [5] Arbie, E. 2000. Pengantar Sistem Informasi Manajemen, Edisi ke-7. Jakarta : Bina Alumni Indonesia. [6] Arikunto, Suharsimi. 2006. Metodelogi Penelitian. Yogyakarta : Bina Aksara. [7] Arikunto, Suharsimi. 2010. Prosedur Penelitian Suatu Pendekatan Praktik. Jakarta : Rineka Cipta. [8] Davis, Chris, Mike Schiller, & Kevin Wheeler. 2011. IT Auditing Using Controls to Protect Information Assets, 2nd Edition. English : Mc Graw Hill. [9] Follet, Mary Parker. 1999. Visionary Leadership and Strategic Management. MCB University Press. Women in Management Review Volume 14. Number 7.Gondodiyoto, Sanyoto. 2003. Audit Sistem Informasi (Pendekatan COBIT). Bekasi : Mitra Wacana Media. [10] Hasibuan,M. 2003. Manajemen Sumber Daya Manusia. Jakarta: PT. Bumi Aksara. [11] Hasibuan,M. 2003. Organisasi dan Motivasi. Jakarta: PT. Bumi Aksara. [12] Herzberg, Frederick. 2006. Perilaku Organisasi Edisi 10. Yogyakarta: Andy. [13] Jogiyanto. 2005. Sistem Teknologi Informasi. Yogyakarta : Andi Offset. [14] ISACA. 2012. COBIT 5 Enabling Processes. USA : Enterprise GRC Solution Inc. [15] ISACA. 2003. Audit and Control of Information System. USA : Enterprise GRC Solution Inc. [16] Kusumah, Wijaya dan Dwitagama Dedi. 2011. Mengenal Penelitian Tindakan Kelas. Jakarta : PT Indeks. [17] Littlejohn, Stephen W. 1999. Theories of Human Communication, 6th Ed. Belmont CA : Wadsworth Publishing. [18] Muhyuzir T.D. 2001. Analisa Perancangan Sistem Pengolahan Data, Cetakan kedua. Jakarta : PT Elex Media Komputindo. [19] O’Brien, James A. 2010. Management Information System (11th Edition). New Jersey: Pearson Prentice Hall. [20] O’Brien, James A. 2005. Pengantar Sistem Informasi: Perspektif Bisnis dan Manjerial (12th Edition). Jakarta: Salemba.

Making the Future Visible: Psychology, Scenarios, and Strategy

2021 ◽  
Vol 13 (1) ◽  
pp. 8-13
Author(s):  
Hardin Tibbs
Keyword(s):  
Strategic Thinking ◽  
Visionary Leadership ◽  
The Future

Seeing the future as a psychological landscape clarifies the elements of strategy, provides insights into key areas of strategic thinking, and helps develop the strategic conviction essential for visionary leadership.

Black Lives Matter and the revitalization of collective visionary leadership

Leadership ◽  
2020 ◽  
pp. 174271502097592
Author(s):  
Sarah J Jackson
Keyword(s):  
Black Women ◽  
Civil Rights ◽  
The United States ◽  
Visionary Leadership ◽  
Global Network ◽  
Ordinary People ◽  
Community Based ◽  
Civil Rights Era ◽  
Black Lives Matter ◽  
Black Queer

Herein, I share a conversation with Alicia Garza, co-founder of the Black Lives Matter Global Network, as context to detail the collective visionary leadership of the Black Lives Matter movement in the United States. After highlighting how Garza enacts this tradition in the contemporary era, I revisit Ella Baker’s foundational model of collective visionary leadership from the civil rights era. Collective visionary leadership, embodied across these generations, is local and community-based, centers the power and knowledge of ordinary people, and prioritizes transformative accountability and liberatory visions of the future. Such leadership has been central to a range of transformational movements, and especially those anchored by Black women and Black queer folk. I also consider what critiques of traditional models of leadership collective visionary leadership levies both past and present. I call on all those concerned with the act of leading justly to take up this model.

scholarly journals Management and leadership: analysis of nurse manager's knowledge

2005 ◽  
Vol 13 (4) ◽  
pp. 469-473 ◽  
Author(s):  
Maria Regina Lourenço ◽  
Gilberto Tadeu Shinyashiki ◽  
Maria Auxiliadora Trevizan
Keyword(s):  
Nurse Managers ◽  
Care Center ◽  
Visionary Leadership ◽  
Nurse Manager ◽  
Team Work ◽  
Primary Care Center ◽  
Leadership Analysis ◽  
Leadership Management ◽  
Management Positions ◽  
Management And Leadership

Nurses have assumed management positions in many health institutions. To properly accomplish the demands of this role, it is important that they be competent in both management and leadership. For appropriate performance, knowledge of management and supervision styles is a priority. Therefore, the goal of this investigation is to identify the nurse manager's knowledge regarding management and leadership. A structured questionnaire containing twenty-seven questions was applied to twelve Brazilian nurse managers of primary care center called "Family Basic Health Units". Data analysis suggested that the nurse manager lower knowledge in management and leadership is related to visionary leadership, management and leadership conceptual differences, leader's behavior, and situational leadership. And, nurse manager greater knowledge is related to power; team work, and coherence between values and attitudes.

scholarly journals Analisis Budaya Organisasi dan Gaya Kepemimpinan dalam Komunitas Wadah Pemimpin

Koneksi ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 106
Author(s):  
Phoebe Kristianti ◽  
Riris Loisa
Keyword(s):  
Organizational Culture ◽  
Work Environment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Communication Theory ◽  
Visionary Leadership ◽  
Family Impact ◽  
Ethnographic Approach ◽  
Community Forum ◽  
A Company

In the continuity of a company, there is a pattern of behavior that is carried out continuously by its members. Then formed a culture that is characteristic of the company. Each leader also has his own leadership style in operating the company. With a good organizational culture and leadership style, it can form a comfortable work environment and can support the success of the company. The formulation of the problem that will be examined is how is the organizational culture and leadership style in the Leader Forum Community? The method used in this research is a qualitative ethnographic approach, studied with organizational communication theory, organizational culture, and leadership style. The purpose of this research is to describe and find out the organizational culture and leadership style in the Community of Leaders Forum. The object to be studied is the organizational culture and leadership styles used in the Leader Community Forum. Based on the results of research related to organizational culture and leadership styles in the Community of Wadah Leaders, it can be concluded that the value of Family Impact Teamwork continues to be emphasized to members as a reference for acting in the community. And leaders apply a combination of charismatic, transactional, transformational, and visionary leadership styles in Komunitas Wadah Pemimpin.Dalam keberlangsungan suatu perusahaan terdapat pola perilaku yang dilakukan secara terus menerus oleh anggotanya. Kemudian terbentuk sebuah budaya yang menjadi ciri khas dalam perusahaan tersebut. Setiap pemimpin juga memiliki gaya kepemimpinan tersendiri dalam mengoperasikan perusahaan. Dengan adanya budaya organisasi dan gaya kepemimpinan yang baik dapat membentuk lingkungan kerja yang nyaman serta dapat medukung keberhasilan perusahaan. Rumusan masalah yang ditelaah dalam penelitian ini adalah bagaimana budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin? Metode yang digunakan dalam penelitian ini adalah metode etnografi dengan pendekatan kualitatif. Penelitian ini dikaji dengan teori komunikasi organisasi, budaya organisasi, serta gaya kepemimpinan. Tujuan dari penelitian ini yaitu untuk menggambarkan dan mengetahui budaya organisasi dan gaya kepemimpinan dalam Komunitas Wadah Pemimpin. Objek yang diteliti adalah budaya organisasi serta gaya kepemimpinan yang digunakan dalam Komunitas Wadah Pemimpin. Penelitian ini menyimpulkan bahwa nilai Family Impact Teamwork terus ditekankan kepada anggota sebagai acuan untuk bertindak dalam komunitas. Pemimpin menerapkan kombinasi dari gaya kepemimpinan kharismatik, transaksional, transformasional, dan visioner dalam Komunitas Wadah Pemimpin.

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 Exploring the characteristic of prophetic-liminality in ministerial leadership: A necessary ethic for contemporary South Africa

2016 ◽  
Vol 40 (1) ◽  
pp. 1-24
Author(s):  
J. Slater
Keyword(s):  
Church And State ◽  
Leading Edge ◽  
Visionary Leadership ◽  
Christian Leadership ◽  
Social Conventions ◽  
Innovative Leadership ◽  
Women Abuse ◽  
Ministerial Leadership ◽  
Problematic Situations ◽  
The Church

This article explores the prophetic liminality of Christian leadership as it is practiced against the contextual backdrop of social, ecclesial and ethical upheavals such as secularism, relativism, sexism, corruption, violence, crime, women abuse, xenophobia, disbelief and disillusionment in authority both in church and state. It argues for an up-to-date and leading-edge church-ministerial response to modern-day situations. It proposes liminal and innovative leadership for both church and state. However, the liminal quality is specifically aligned with the prophetic dimension of leadership. A prophet's leadership is here understood as visionary leadership that challenges and directs people beyond the ordinary, and confronts that which is unethical in society. Liminal here implies being and functioning at the cutting-edge of events, trailbracing and by steering away from the conventional approaches. Sadly, because leadership had become enmeshed with the systemic designs of the church, society, economics, culture or tribe, it demands to be interjected with an exceptional characteristic to minister both directly and at the same time indirectly to problematic situations. In the words of Diarmud O’Murchu, for a leader to function liminally s/he needs to be on the doorstep or on the horizon of everything contemporary. For leaders to stay in force and relevant implies living with innovative freedom, with human-divine recklessness and with honest integrity. In turn for liminality to be an effective quality in leadership, it involves being spiritually and morally courageous and particularly attuned to a transcendent capacity. This enables the leader to move with the ever changing circumstances of our times, into different situations and cultures, thus devising and applying different responses that constantly accommodate new possibilities The article carves out a theological and a directional itinerary for ministerial leadership that offers a liminal-prophetic liminal–transcendent challenge to leadership today. Liminal transcendent leadership pleads not to be dictated by ecclesial or social conventions and neither by personal conventions. Liminal leadership is by nature a painful search for an appropriate response to what is new, for that which is different in contemporary scenarios.

scholarly journals Pengaruh Kepemimpinan Visioner Kepala Madrasah terhadap Kedisiplinan Guru di MAN 2 Samarinda

2019 ◽  
Vol 2 (2) ◽  
pp. 138-153
Author(s):  
Marantika Marantika ◽  
Dwi Nur Aini Dahlan
Keyword(s):  
Data Analysis ◽  
Strong Correlation ◽  
Quantitative Research ◽  
Visionary Leadership ◽  
T Test ◽  
New Era ◽  
Inhibiting Factors ◽  
Data Analysis Technique ◽  
Analysis Technique

Visionary leadership is a capability to make changes by having new visions and ideas, thinking ahead, carrying out stages of mutual interconnection that can influence and motivate teachers and their students. This research aims to find out the effect of leadership of Madrasah Principal Visionary to Teacher Discipline. The type of this research is quantitative research. The population in this study were all 60 teachers in MAN 2 Samarinda. The data of this research is obtained from questionnaire, observation and documentation. The data analysis technique uses product moment correlation formula, determinant coefficient (R²) and t test. The results of this study shows the results of the t-test value of 3.5090> t table 2.00172, which means that Ho is rejected and Ha is accepted. The meaning is there is a correlation between variable X and Y, product correlation 0.416. That means there is a strong correlation between visionary leadership variable and teacher discipline variable. Percentage of visionary leadership for teacher  discipline is 17.30% (strong enough), the factors that cause these results include: giving the best performance without analyzing / following new era, inability to change teachers knowledge into strategy, and treating teachers differently causing conflicting duties. The supporting and inhibiting factors in managing teacher discipline include: teacher personalitty, the headmaster teachers supervision.

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