scholarly journals Kepemimpinan: Usaha Pemberdayaan Pemimpin Baru Menuju Pertumbuhan Organisasi Berkelanjutan

Humaniora ◽  
2013 ◽  
Vol 4 (2) ◽  
pp. 811
Author(s):  
Thomas Ulun Ismoyo
Keyword(s):  
Leadership Development ◽  
Support System ◽  
Development Program ◽  
Living History ◽  
Human Beings ◽  
Specific Objective ◽  
Common Purpose ◽  
Organization Leadership ◽  
Individual Effort

“Leadership is the capacity and the willingness to rally men and women to a common purpose. But it also a character which inspires confidence.” These are the words uttered by Bernard Montgomery, a British Field Marshal, when asked what leadership meant to him. From his quote, he reveals the importance of the role of a leader in any organization. A leader will direct and at the same time emit confidence to his followers. In life, human beings are the main catalyst for the world’s living history. The same applies to any organization. Human is the most important agent that creates, develops and keeps the whole institution running smoothly. However not everyone is capable of leadership. One needs a competent characteristic and various qualifications to execute the role. The organization must first make an effort and sizeable attention to attract such personnel who can make a valuable contribution to the organization. One of the effort may be to establish a leadership development program. With the specific objective of producing more competent leaders, it needs special leader who can guide, influence, and develop people within the organization. Leadership development becomes a serious task for any organization because its fate and future lies on the capability of its new leaders. Leadership development in every organization is both personal and communal. Personal because there is an individual effort to progress and improve himself so that he will finally be trusted to lead in the organization. However this personal progression needs a support system and a structure that supports and facilitate every type of personality to become a dependable leader. This macro support system is communal in characteristic.  

PENGARUH KREATIVITAS DAN INOVASI TERHADAP KEWIRAUSAHAAN UMKM FOOD COURT

2021 ◽  
Vol 3 (1) ◽  
pp. 75-98
Author(s):  
Eny Rochmatulaili ◽  
Suyanto Suyanto ◽  
Muhammad Alif Rahman
Keyword(s):  
Support System ◽  
National Economy ◽  
Development Program ◽  
Medium Term ◽  
Successful Performance ◽  
Business Support ◽  
National Medium ◽  
The Government ◽  
Business Behavior

From various aspects, the role of MSMEs in the national economy involves the government in formulating the Development Program in the National Medium Term Development Plan (RPJMN). The 2004-2009 RPJMN emphasizes a program to develop a business support system for MSMEs and a program for developing entrepreneurship and competitiveness. This concerns the formation of business behavior to achieve a more successful or successful performance and structure of micro, small and medium enterprises.According to Widayatun "Creativity is the ability to solve problems, which gives individuals creating original / adaptive ideas their full usefulness function to develop".Keywords: Creativity; UMKM; RPJMN.

scholarly journals Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

2021 ◽  
Author(s):  
◽  
Katie Irene Mary Zeier
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Shared Leadership ◽  
Organizational Transformation ◽  
Single Case ◽  
Effective Means ◽  
Development Program

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>

scholarly journals Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

2021 ◽  
Author(s):  
◽  
Katie Irene Mary Zeier
Keyword(s):  
Leadership Development ◽  
Employee Engagement ◽  
Social Exchange ◽  
Organizational Support ◽  
Shared Leadership ◽  
Organizational Transformation ◽  
Single Case ◽  
Effective Means ◽  
Development Program

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>

Knowing is half the battle

2015 ◽  
Vol 36 (5) ◽  
pp. 512-526 ◽  
Author(s):  
Christopher H. Thomas ◽  
Robert R Hirschfeld
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Field Studies ◽  
Leadership Roles ◽  
Leader Emergence ◽  
Content Type ◽  
Individual Level ◽  
Personal Coaching ◽  
Development Literature

Purpose – The purpose of this paper is to explore the idea that action makes knowledge more consequential for being deemed an emergent leader among peers. The authors hypothesized that mastery of teamwork knowledge has a stronger relationship with advancement potential when combined with a strong propensity to work toward collective success (i.e. greater action). Design/methodology/approach – The authors tested the hypothesized interaction with moderated path analysis of data from two field studies on team-based trainees in a military leadership-development program. Findings – The findings suggest that to be deemed an exceptional leader among one’s peers, an individual must have both relevant expertise and a propensity to use that expertise to the benefit of others. Either of these attributes matters more when combined with a great deal of the other, such that they are interdependent rather than independent. Practical implications – Informed by the findings, the authors discuss several ways for organizations to build a sufficient internal supply of future leaders. Such interventions include personal coaching and mentoring as means of developing possible candidates, for higher level leadership roles, who are deficient in one or both of the focal attributes (i.e. knowledge and action). Originality/value – The authors propose the role of action in relation to knowledge as one of augmentation rather than compensation. This represents a unique theoretical specification, in that few models have specified interactions among individual-level factors in explaining leader emergence. The finding that action is pivotal in shaping the extent to which knowledge is conducive to establishing oneself as a candidate for higher level roles of organizational leadership represents a unique empirical contribution to the leadership development literature.

Theory and Application of Leadership

2009 ◽  
pp. 836-841
Author(s):  
Krista J. Crawford-Mathis
Keyword(s):  
Leadership Development ◽  
Human Resource ◽  
Development Program ◽  
Core Competency ◽  
Training And Development ◽  
Leadership Traits ◽  
Effective Leaders ◽  
The Future ◽  
Organization Leadership ◽  
Resource Division

One of the key functions of the human resource division is the training and development of the organizational staff. Technology is forcing change with respect to the tools and skills required to lead organizations. As such, the identification of the competencies required for an effective executive recruitment and development program can impact the future of an organization. Leadership development should be a company’s core competency (Foster, 2006). The correct mix of leadership traits, skills, and abilities can be dictated by the situation in which the leader operates, for example, industrial versus service, traditional versus virtual. The following is a brief description of leadership theory, the competencies of effective leaders, and a look at implications for the future.

Hierarchical power and personality in leader-member exchange

2016 ◽  
Vol 31 (7) ◽  
pp. 1198-1213 ◽  
Author(s):  
David J. Yoon ◽  
Joyce E. Bono
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Leader Member Exchange ◽  
High Quality ◽  
Content Type ◽  
Supervisory Relationships ◽  
Relationship Partners ◽  
Member Exchange

Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

scholarly journals Assisting Leadership Rehabilitation Program to support substitution and succession policy In the Jordanian Customs Department: Field Study - Jordan Customs Department : دور برنامج تأهيل القيادات في دعم سياسة الإحلال والتعاقب في دائرة الجمارك الأردنية: دراسة ميدانية – دائرة الجمارك الأردنية

2019 ◽  
Vol 3 (7) ◽  
Author(s):  
Einad Sayel Al-Ta'ani
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Training Programs ◽  
Leadership Skills ◽  
Development Program ◽  
Rehabilitation Program ◽  
Point Of View ◽  
University Graduates ◽  
Leadership Development Programs

The main objective of this study is to answer the question of the role of leadership training programs in enhancing the leadership skills of the target customs officer in the leadership development programs، The researcher used the descriptive analytical method، The study community is staffed first class (University graduates and comprehensive diploma)، A random sample was selected () Employee From various departments. One of the main results of the study، according to the sample، is that the implementation of this program will enhance leadership skills، at the same time promoting confidence between staff and senior management in achieving fairness and transparency in selection The results of the study confirmed that there are no statistically significant differences in the role of the leadership training programs in enhancing the leadership skills of the employee if he participated in the programs of preparing leaders، The reasons are due to the type of job and training program. also there are statistically significant differences in the role of leadership training programs in the promotion of leadership skills from the point of view of the sample of the department's staff to the leadership development program.

scholarly journals An Islamic Perspective on Peaceful Coexistence

2021 ◽  
Vol 1 (5) ◽  
pp. 29-43
Author(s):  
Kabuye Uthman Sulaiman
Keyword(s):  
Human Beings ◽  
Peaceful Coexistence ◽  
Mutual Cooperation ◽  
Islamic Perspective ◽  
The Earth ◽  
Single Person ◽  
Key Factor ◽  
Common Purpose ◽  
Mutual Care

According to Abrahamic religions, namely Judaism, Christianity and Islam, human beings exist on the earth for a common purpose, and they have patrilineally and matrilineally descended from a single couple, namely Adam and Hawa (Eve). The Qur’an unambiguously mentions: “O mankind! reverence your Guardian-Lord, who created you from a single person, created, of like nature, His mate, and from them twain scattered (like seeds) countless men and women; reverence Allah, through whom ye demand your mutual (rights), and (reverence) the wombs (That bore you): for Allah ever watches over you.”  Thus, it is incumbent upon human beings to live together in peace rather than constant hostility to fulfil the purpose of their existence on the earth. This paper endeavours to contribute to the understanding of the concept of ‘peaceful coexistence’ from the Islamic perspective. It specifically answers the following research questions: What is peaceful coexistence? What is necessary for peaceful coexistence? What are the fundamental principles that we must adhere to in order to coexist peacefully? The paper is structured into eight sections, beginning with introduction on the concept of ‘peace’ in Islam. The second section focuses on the main objectives of Islam. The third section is on the meaning of peaceful coexistence. The fourth and fifth sections are on the need for peaceful coexistence, and the necessary requirements and tools for peaceful coexistence respectively. The sixth section is on categorization of peaceful coexistence into: peaceful coexistence in marriage, peaceful coexistence of mankind, peaceful coexistence of the members of the Muslim ummah and peaceful coexistence of mankind and the environment. The seventh section is a summary of the Islamic principles of peaceful coexistence. The final section sums up the main conclusions drawn from this study. The translation of the ayat (verses) of the Qur’an related to this study is extracted from the work of Abdullah Yusuf Ali, The Holy Qur’an: Text and Translation unless stated otherwise. At the end of this paper, it is hoped that the readers will: first, appreciate the message of Islam as a universal religion and the need for mutual care, mutual respect, and mutual cooperation; and second, explore the methodology of the Qur’an and the Prophet Muhammad (peace and blessings be upon him) in managing human diversity. It is also hoped that this study will lead to a better understanding of peaceful coexistence as an integral part of Islam and one of the characteristics of the Muslim ummah. The findings of this study highlight the role of Islam in promoting peace and security. The study reveals that peaceful coexistence is a key factor in the success of human beings and it requires nurturing love, respect, care, and salam (a greeting of peace) in one’s relationship with others.

Sign in / Sign up

Export Citation Format

Share Document