scholarly journals Karakteristik Kepemimpinan Transformasional di Madrasah Ibtidaiyah (MI) serta Relevansinya dengan Visi Pendidikan Abad 21

2019 ◽  
Vol 4 (1) ◽  
pp. 147-168
Author(s):  
Muhammad Shaleh Assingkily ◽  
Mesiono Mesiono
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Interpersonal Communication ◽  
21St Century ◽  
Cost Savings ◽  
Transformational Leader ◽  
21St Century Education ◽  
Form Of Life ◽  
Idealized Influence ◽  
Skills Learning

This paper discusses the characteristics of transformational leadership in Islamic Elementery School (MI). It focuses on how the basic concepts of this kind of leadership are relevant to the 21st century education vision, on the what are the essential  steps of a transformational leader on investigaties the strengths and weaknesses of transformational leadership in developing the quality of human resources in managing a school. This research used a qualitative approach with the main data of a literary study. The results of this research indicate that (1) the characteristic of transformational leadership through idealized influence, inspirational motivation, intelectual stimulation, and individual consideration (4I) are relevant to the vision of 21st century education. The characteristics are built in the form of life and career skills, learning and innovation skills, information, media, and technological skills, (2) the steps for a transformational leader to face the vision of 21st century education are described  in the concept of 4I which is combined with 4C (critical thinking and problem solving, creativity and innovation, communication, and collaboration) towards 3 vision of education in the 21st century, and (3) the advantages of transformational leadership are in cost savings, high commitment, actualization of the potential human resources, and interpersonal communication,  while the weaknesses are that it requires a relatively longer time, uneven empowerment, needs intense attention, and is difficult to apply to members in the number of units.

scholarly journals AN ANALYSIS OF THE IMPLEMENTATION OF LEARNING AND INNOVATION SKILLS IN 21ST CENTURY EDUCATION IN TEACHING ENGLISH AS FOREIGN LANGUAGE IN SMA NEGERI 2 SINGARAJA

2020 ◽  
Vol 8 (2) ◽  
pp. 42
Author(s):  
H. Prayoga ◽  
N. N. Padmadewi ◽  
D. A. E. Agustini
Keyword(s):  
Foreign Language ◽  
21St Century ◽  
English Teachers ◽  
English Teacher ◽  
Research Subjects ◽  
Teaching English ◽  
21St Century Education ◽  
English As Foreign Language ◽  
Skills Learning ◽  
Different Levels

The 21st century education brings changes in the classroom practices that are increasingly complex along with the development of the technology. This demands the teachers to adapt their teaching and insert 21stcentury skills in the classroom. This research aimed data analyzing how English  teachers implements learning and innovation skills of 21st century education in teaching English as a foreign language in SMA Negeri 2 Singaraja. A mixed-method was implemented as the method in this study. The research subjects were4 English teachers in SMA Negeri 2 Singaraja. Due to pandemic situation of Corona virus, the data were collected using questionnaire and interview without observations. The results of the questionnaire and interview showed that English teacher inserted learning and innovation skills in their objectives and activities in lesson plans and the English teacher taught the students by inserting the learning and innovation skills. However, the teachers faced problems especially in choosing appropriate materials for their students who are in different levels of abilities.Keyword: 21st century skills, learning and innovation skills

Reflections on Transformational Leadership

2010 ◽  
Vol 28 (1) ◽  
pp. 68-69 ◽  
Author(s):  
JoEllen Goertz Koerner
Keyword(s):  
Health Care ◽  
Transformational Leadership ◽  
21St Century ◽  
Social Action ◽  
Nursing Leadership ◽  
Vantage Point ◽  
New Order ◽  
Transformational Leader ◽  
Care Field ◽  
Changing Roles

As the health care field moves into the 21st century, the discipline is moving into new forms of service and leadership. This article presents a view of Nightingale as a transformational leader from the vantage point of personality and from inspired commitment to social action. Values, beliefs, and the changing roles of nursing leadership in creation of new order are examined along with skills and capacities necessary to accomplish the task at hand.

The Impact of Transformational Leadership on Entrepreneurial Orientation via the Mediating Role of Organizational Learning Capability

2020 ◽  
Vol 8 (2) ◽  
pp. 65
Author(s):  
Razan Nofal ◽  
Mais Jaradat
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Entrepreneurial Orientation ◽  
Commercial Banks ◽  
Quantitative Research ◽  
Intellectual Stimulation ◽  
Design Data ◽  
Learning Capability ◽  
Idealized Influence ◽  
The Impact

The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.

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.

Attitudes of the academics in sports sciences towards distance education

2020 ◽  
Vol 8 (4) ◽  
pp. 799-805
Author(s):  
Şükrü Bingöl ◽  
Keyword(s):  
Transformational Leadership ◽  
Regression Analysis ◽  
Organizational Justice ◽  
School Administrators ◽  
Relevant Literature ◽  
Interactional Justice ◽  
Teachers Perceptions ◽  
Idealized Influence ◽  
Research Findings ◽  
Sports Sciences

The aim of this study is to determine the relationship between school administrators’ transformational leadership behaviours and teachers’ perceptions of organizational justice. The sample of the study consists of 170 teachers working in high schools in Elazığ city center. In the study, the Transformational Leadership Scale was used to determine whether school administrators exhibit transformational leadership behaviours, and the Organizational Justice Scale was used to determine teachers' perceptions of organizational justice. Pearson moment two-correlation analysis and multiple regression analysis techniques were used in the analysis of the data. According to the research findings, it was observed that school administrators frequently exhibited transformational leadership behaviours and teachers' perceptions of organizational justice were at the level of “I agree”. In general, moderate, positive and significant relationships were found between transformational leadership and organizational justice. According to the results of the regression analysis, it was determined that the idealized influence dimension of transformational leadership positively and significantly predicted the formal procedures dimension of the organizational justice scale, and also idealized influence and individualized consideration dimensions of transformational leadership positively and significantly predicted the interactional justice dimension of the organizational justice scale. The research results were discussed in the relevant literature and recommendations were made.

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