Middle Manager Leadership Behavior of Government Officials in Indonesia

2020 ◽  
Vol 11 (2) ◽  
pp. 301
Author(s):  
Johanes BASUKI
Keyword(s):  
Interpersonal Relationships ◽  
Risk Taking ◽  
Middle Managers ◽  
Leadership Behavior ◽  
Middle Manager ◽  
Government Officials ◽  
Educational Value ◽  
Government Bureaucracy ◽  
Performance Results ◽  
Warmth And Support

Changes in the leadership behavior of the middle managers in the ranks of government bureaucracy, including: insight, decision making, ability to influence others, the use of authority, and ability in interpersonal relationships, can be performed by increasing the educational value, leadership training, functional techniques as well as empowerment and development in the workplace. The empowerment and development includes\ improving organizational commitment such as: partiality attitude, working engagement, performance improvement, conflict control, a sense of commitment, obedience, and loyalty to the organization where a middle manager is in charge; and decreasing the sense of boundaries; setting clear and unambiguous standard of performance results and, equity in awarding activity, clear goals of the organization, warmth and support in the working relationship, and the risk-taking.  

scholarly journals Energizing middle managers’ practice in organizational learning

2018 ◽  
Vol 25 (6) ◽  
pp. 383-398 ◽  
Author(s):  
Jane McKenzie ◽  
Sharon Varney
Keyword(s):  
Organizational Learning ◽  
Middle Managers ◽  
Resource Constraints ◽  
Major Change ◽  
Middle Manager ◽  
Content Type ◽  
Available Energy ◽  
Validated Instrument ◽  
Practical Implications

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunu Widianto ◽  
Yetty Dwi Lestari ◽  
Beta Embriyono Adna ◽  
Badri Munir Sukoco ◽  
Mohammad Nasih
Keyword(s):  
Dynamic Capabilities ◽  
Middle Managers ◽  
Middle Manager ◽  
Organisational Performance ◽  
Content Type ◽  
Organisational Capacity ◽  
Dynamic Managerial Capabilities ◽  
Managerial Capabilities ◽  
Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Early detection of risk-taking, self-harming, and suicidal behaviour

2021 ◽  
pp. 429-436
Author(s):  
Corinna Reichl ◽  
Michael Kaess
Keyword(s):  
Mental Health ◽  
Early Detection ◽  
Interpersonal Relationships ◽  
Risk Taking ◽  
Suicidal Behaviour ◽  
Mental Health Problems ◽  
Developmental Trajectories ◽  
Health Problems ◽  
Risk Markers

This text outlines the role of risk-taking and self-harming behaviours in the development and detection of suicidal behaviour and mental health problems among adolescents. Risk-taking and self-harming behaviours are observable symptoms for underlying problems of emotion regulation, impulse control or interpersonal relationships and are sensitive risk markers for early detection of developmental trajectories of suicidal behaviour and mental health problems. Due to their easy accessibility and their sensitive prediction of mental health problems, risk-taking and self-harming behaviours have been included into programmes screening for adolescents at risk of suicidal behaviour in the general population. The principles and findings of those screening programmes are discussed. Professional screenings are time consuming for participants and create costs for the healthcare system, thus, longitudinal studies are needed to test whether screening programmes are effective in reducing suicidal behaviour among adolescents.

Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems

2020 ◽  
Vol 12 (3) ◽  
pp. 229-245
Author(s):  
Alvaro Lleo ◽  
Elisabeth Viles ◽  
Daniel Jurburg ◽  
Javier Santos
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Team Building ◽  
Training And Development ◽  
Middle Manager ◽  
Content Type ◽  
Managerial Competencies ◽  
Industrial Management ◽  
Points Of View

Purpose This paper aims to identify key middle manager trustworthy behaviours that encourage employees’ participation in continuous improvement activities in industrial contexts. Design/methodology/approach The list of behaviours has been developed in two different phases. First, the authors conducted two concept mappings with operators and middle managers and, subsequently, the authors combined and integrated both points of view. Second, the authors developed an expert panel with researchers, consultants and experienced practitioners of industrial management for debugging and reducing the results, presenting the final list of behaviours. Findings This work presents 55 different middle manager trustworthy behaviours divided into four different categories: human qualities; training and development; technical and managerial competencies; and team building. Research limitations/implications This paper contributes to existing literature about sustainable continuous improvement systems highlighting the role of middle managers and proposes a set of specific middle manager trustworthy behaviours for increasing supervisors’ influence on operator participation. Originality/value After extracting the knowledge of different stakeholders, the list of behaviours identified can serve as a useful tool for recruiting, training, evaluating and developing a supervisors’ managerial style that enhances operator participation in continuous improvement activities.

scholarly journals Making strategy work: The role of the middle manager

2014 ◽  
Vol 20 (2) ◽  
pp. 165-186 ◽  
Author(s):  
Mari Jansen Van Rensburg ◽  
Annemarie Davis ◽  
Peet Venter
Keyword(s):  
South African ◽  
Middle Managers ◽  
Strategy Implementation ◽  
Operational Performance ◽  
Middle Manager ◽  
Group Discussions ◽  
Downward Influence ◽  
Strategic Role ◽  
Private And Public

AbstractIn recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

Effects of trust and distrust on effort and budgetary slack: an experiment

2016 ◽  
Vol 54 (8) ◽  
pp. 1908-1928 ◽  
Author(s):  
Susana Gago-Rodríguez ◽  
David Naranjo-Gil
Keyword(s):  
Interpersonal Relationships ◽  
Extrinsic Motivation ◽  
Middle Managers ◽  
Management Control ◽  
Business Managers ◽  
Budgetary Slack ◽  
Content Type ◽  
Informal Controls ◽  
Wide Range ◽  
Upper Level

Purpose The purpose of this paper is to evaluate whether trust and distrust in upper-level managers exert different influences on the budgetary proposals of middle managers. Such proposals involve different levels of managerial effort that impact overall budgetary slack. Design/methodology/approach This paper is based on a laboratory experiment with 160 business managers. Findings The results show that the more (less) middle managers trust (distrust) their upper-level managers, the more (the less) effort they commit to budgetary proposals. The authors also find that middle managers with low trust are prone to invest more effort and thus create less budgetary slack than managers with high distrust. The results also show that the introduction of suspicion does not vary this initial choice of effort and budgetary slack. Research limitations/implications This paper shows the importance of trust and distrust as informal control systems in organizations. The findings support the importance of extrinsic motivation for enhancing effort and reducing budgetary slack. There are a wide range of exogenous variables that have an effect on the development of trust and distrust. Practical implications Practitioners may improve their management control by facilitating trust and preventing distrust in interpersonal relationships because both are informal controls that can reduce and increase, respectively, dysfunctional behaviors in organizations, such as budgetary slack. Originality/value This paper is among the first to show the distinct effects of trust and distrust (high and low) in the efforts of middle managers. This study provides a dynamic viewpoint of trust through the introduction of suspicion in a budget negotiation.

scholarly journals Personality Traits Affecting Opinion Leadership Propensity in Social Media: An Empirical Examination in Saudi Arabia

Information ◽  
2021 ◽  
Vol 12 (8) ◽  
pp. 323
Author(s):  
Suad Dukhaykh
Keyword(s):  
Social Media ◽  
Saudi Arabia ◽  
Personality Traits ◽  
Interpersonal Relationships ◽  
Generation X ◽  
Leadership Behavior ◽  
Interpersonal Relationship ◽  
Opinion Leader ◽  
Opinion Leadership ◽  
Empirical Examination

Few studies have examined the personality traits that may predict opinion leadership behavior in social media. This study aims to examine the personality traits of individuals who use social media platforms and engage in social networking in Saudi Arabia. This study investigates the extent to which innovativeness, competence in interpersonal relationships, and extraversion affect the opinion leadership propensity in social media. The data were collected via an online structured questionnaire which was completed by a sample of 321 social media users. The results of this study show that people with a high level of innovativeness and interpersonal relationship competency are more likely to be opinion leaders on social media. However, the personality trait of extraversion does not affect the propensity to be an opinion leader. The results indicate that the effect of innovativeness on opinion leadership propensity is lower for Generation Y than Generation X.

scholarly journals Developing transparency through digital means? Examining institutional responses to civic technology in Latin America

2016 ◽  
Vol 8 (3) ◽  
pp. 12-31 ◽  
Author(s):  
Rebecca Rumbul
Keyword(s):  
Digital Tools ◽  
Government Officials ◽  
Institutional Interaction ◽  
Successful Operation ◽  
Public Servants ◽  
Institutional Responses ◽  
Government Bureaucracy ◽  
The Impact ◽  
Civic Technology ◽  
Official Information

A number of NGOs across the world currently develop digital tools to increase citizen interaction with official information. The successful operation of such tools depends on the expertise and efficiency of the NGO, and the willingness of institutions to disclose suitable information and data. It is this institutional interaction with civic technology that this study  examines. The research explores empirical interview data gathered from government officials, public servants, campaigners and NGO's involved in the development and implementation of civic technologies in Chile, Argentina and Mexico. The findings identify the impact these technologies have had upon government bureaucracy, and the existing barriers to openness created by institutionalised behaviours and norms. Institutionalised attitudes to information rights and conventions are shown to inform the approach that government bureaucracy takes in the provision of information, and institutionalised procedural behaviour is shown to be a factor in frustrating NGOs attempting to implement civic technology.

Building Competence Frameworks for Vietnam Middle Management in the Hotel Industry

2019 ◽  
Vol 35 (2) ◽  
Author(s):  
Do Vu Phuong Anh ◽  
Ta Huy Hung
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Middle Managers ◽  
Hotel Industry ◽  
Dynamic Environment ◽  
Tourism Industry ◽  
Hospitality Management ◽  
Superior Performance ◽  
Middle Manager

Competence frameworks are the trend for human resource management in a dynamic environment. In Vietnam’s dynamic environment, the hotel industry is witnessing fast changes to adapt to the development of the Vietnamese economy. This requires a new model for human resource management in the hotel industry, in particular for middle managers. In this research, the author used a quantitative method to analyze the requirements for competence for middle managers in the hotel industry and has proposed a capability framework, including three main clusters: Professional competence, Executive and management Competence and Self-management competence - for middle managers in the Vietnamese hotel industry. Keywords Competence, middle manager competence, hotel industry References [1] J.B. Barney, P.M. Wright, “On becoming a strategic partner: The role of human resources in gaining competitive advantage”, Human Resource Management. 37 (1998) 31-46.[2] A.J. Nyberg, T.P. Moliterno, D. Hale Jr, D.P. Lepak, “Resource-based perspectives on unit-level human capital: A review and integration”, Journal of Management. 40 (2014) 316-346.[3] H. Jeou-Shyan, H. Hsuan, L. Chih-Hsing, L. Lin, T. Chang-Yen, “Competency analysis of top managers in the Taiwanese hotel industry”, International Journal of Hospitality Management. 30 (2011) 1044-1054. [4] K. Birdir, T.E. Pearson, “Research chefs’ competencies: A Delphi approach”, International Journal of Contemporary Hospitality Management. 12 (2000) 205-209. [5] L.M. Spencer, P.S.M. Spencer, Competence at Work models for superior performance: John Wiley & Sons, 2008.[6] F. Delamare Le Deist, J. Winterton, “What is competence”, Human Resourse Development International. 8 (2005) 27-46.[7] M.T. Brannick, E.L. Levine, F.P. Morgeson, Job and work analysis: Methods, research, and applications for human resource management: Sage, 2007.[8] J. Balogun, G. Johnson, “Organizational restructuring and middle manager sensemaking”, Academy of Management Journal. 47 (2004) 523-549. [9] Q.N. Huy, “In praise of middle managers”, Harvard Business Review. 79 (2001) 72-79.[10] N. Harding, H. Lee, J. Ford, “Who is “the middle manager”?”, Human relations. 67 (2014) 1213-1237. [11] D. Glover, D. Gleeson, G. Gough, M. Johnson, “The meaning of management: the development needs of middle managers in secondary schools”, Educational Management & Administration. 26 (1998) 279-292. [12] V. Siu, “Managing by competencies - A study on the managerial competencies of hotel middle managers in Hong Kong”, International Journal of Hospitality Management. 17 (1998) 253-273. [13] G. McCarthy, J.J. Fitzpatrick, “Development of a competency framework for nurse managers in Ireland”, The Journal of Continuing Education in Nursing. 40 (2009) 346-350.[14] S. Suh, J.J. West, J. Shin, “Important competency requirements for managers in the hospitality industry”, Journal of Hospitality, Leisure, Sport & Tourism Education. 11 (2012) 101-112. [15] Do Vu Phuong Anh, Khung nang luc nha quan ly cap trung trong doanh nghiep khu vuc kinh te tu nhan Vietnam, Ha Noi: DHQGHN, 2017.[16] Ministry of Culture, Sports and Tourism, “Research on Human Resource Demand for Tourism Industry for Training Tourism Employees in the Period 2025-2030”, 2017.[17] B.G. Chung-Herrera, C.A. Enz, M.J. Lankau, “A Competencies Model Grooming Future Hospitality Leaders”, Cornell Hotel and Restaurant Administration Quarterly. 44 (2003) 17-25.[18] Mai Thanh Lan, Ta Huy Hung, “The leadership competency in Vietnam public administration, Organizations and markets in emerging economies”. 9 (2019) 1-8.[19] Nguyen Hong Tin, Vo Thị Thanh Loc, Nguyen Quang Tuyen, Vo Kim Thoa, Vo Thành Danh, “Evaluate the current competence for leader and servant in Can Tho city”, Journal of Can Tho University. 38 (2015) 130-142.[20] K. Ernest, S.K. Matthew, A.K. Samuel, “Towards Entrepreneurial Learning Competencies: The Perspective of Built Environment Students”, Higher Education Studies. 5 (2015) 20-30.

Gender, Corporate Risk Taking and Performance: Evidence from Indonesia

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Agista Putri Prameswari
Keyword(s):  
Financial Performance ◽  
Risk Taking ◽  
Stock Exchange ◽  
Gender Diversity ◽  
Listed Firms ◽  
Board Of Director ◽  
And Performance ◽  
Female Director ◽  
Performance Results ◽  
Corporate Risk

<p>This study examines the effect of gender diversity in the board of director on firm leverage and financial performance. Arguably, the more the proportion of female director on board, the corporate risk taking and performance should be lower. The study uses data of listed firms in Indonesia Stock Exchange over the period of 2010-2014. The results show that the presence of female directors on the board is negatively associated with leverage. The similar result is also found on the effect of female director on the board on firm performance. Results also reveal that education background does not moderate the link between women presence on leverage and performance.</p>

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