Inovasi Pembangunan Desa Melalui Kepemimpinan Transformasional dan Catalytic Collaboration: Belajar dari Keberhasilan Pengelolaan Taman Ghanjaran di Desa Ketapanrame, Mojokerto

Endah Wahyuningsih; Shobirin Noer; Novy Yunas

doi:10.21787/mp.5.2.2021.141-152

Inovasi Pembangunan Desa Melalui Kepemimpinan Transformasional dan Catalytic Collaboration: Belajar dari Keberhasilan Pengelolaan Taman Ghanjaran di Desa Ketapanrame, Mojokerto

Matra Pembaruan ◽

10.21787/mp.5.2.2021.141-152 ◽

2021 ◽

Vol 5 (2) ◽

pp. 141-152

Author(s):

Endah Wahyuningsih ◽

Shobirin Noer ◽

Novy Yunas

Keyword(s):

Transformational Leadership ◽

Depth Interview

Taman Ghanjaran yang berada di Desa Ketapanrame Trawas Mojokerto merupakan bagian dari unit usaha BUMDes yang berhasil dikelola dengan baik dan telah mendapatkan banyak penghargaan. Penelitian ini bertujuan untuk mengetahui bagaimana karakter kepemimpinan transformatif (transformational leadership) dan pendekatan kolaborasi katalis yang dibangun dalam keberhasilan pengelolaan BUMDES khususnya unit usaha Taman Ghanjaran. Metode penelitian ini adalah penelitian kualitatif. Pengumpulan data melalui wawancara, observasi langsung dan dokumen-dokumen yang terkait dengan pembangunan Wisata Ghanjaran. Data diperoleh melalui instrumen berupa wawancara mendalam (in depth interview). Terdapat 7 narasumber dalam penelitian ini, yang terdiri atas kepala desa, staf BUMDesa, pelaku usaha, dan staf desa. Analisa data menggunakan metode induktif. Hasil penelitian menunjukkan bahwa keberhasilan dari Unit Usaha BUMDEs Desa Ketapanrame khususnya Wisata Ghanjaran sampai mendapatkan penghargaan baik di tingkat lokal, provinsi sampai dengan nasional tidak lepas dari peran kepala desa. Kepala Desa Ketapanrame memiliki peran yang sentral mulai dari perencanaan (bersama BPD melahirkan Peraturan Desa-Peraturan Desa (perdes-perdes) terkait tata kelola aset desa), melakukan assessment pada potensi desa, sampai dengan keberhasilan memberdayakan masyarakat dengan terus meningkatnya partisipasi banyak pihak. Ketokohan dan visi kepala desa juga menjadi tauladan masyarakat luas dengan nilai-nilai yang dimilikinya antara lain jujur, terbuka, peduli terhadap sesama, tanggung jawab dan amanah.

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The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

International Journal of Quality & Reliability Management ◽

10.1108/ijqrm-09-2017-0178 ◽

2019 ◽

Vol 36 (6) ◽

pp. 1014-1036 ◽

Cited By ~ 9

Author(s):

Piyachat Burawat

Keyword(s):

Transformational Leadership ◽

Lean Manufacturing ◽

Manufacturing Industry ◽

Structural Model ◽

Participant Observation ◽

Sustainable Leadership ◽

Content Type ◽

Sustainability Performance ◽

Lean Practices ◽

Depth Interview

Purpose The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance. Design/methodology/approach The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview. Findings The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision. Research limitations/implications The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance. Originality/value The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

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Predictive Leadership Style of Private Secondary School Principals in Nigeria

Advances in Educational Marketing, Administration, and Leadership - Predictive Models for School Leadership and Practices ◽

10.4018/978-1-5225-5858-3.ch014 ◽

2019 ◽

pp. 286-307

Author(s):

Talatu Salihu Ahmadu ◽

Hafsat Lawal Kontagora

Keyword(s):

Transformational Leadership ◽

Qualitative Study ◽

Secondary School ◽

Secondary Schools ◽

Leadership Style ◽

School Principals ◽

Secondary School Principals ◽

Depth Interview

This research is a qualitative study of two private secondary schools in Nigeria. Data was collected from eight (8) participants through in-depth interview (IDI). Observation was employed to triangulate and validate the leadership style claims of both principals and teachers as few researches have dwelled on such. Findings revealed that a situated involvement of teachers in responsibilities motivate them to do their most excellence to achieve result through initiating change in schools' organizations as well as others referred to as transformational leadership.

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The Role of Transformational Leadership on Employee Performance: A Perspective of Employee Empowerment

European Journal of Business Management and Research ◽

10.24018/ejbmr.2021.6.6.1137 ◽

2021 ◽

Vol 6 (6) ◽

pp. 21-28

Author(s):

Chacha Magasi

Keyword(s):

Transformational Leadership ◽

Banking Sector ◽

Employee Performance ◽

Dar Es Salaam ◽

Employee Empowerment ◽

Intellectual Stimulation ◽

Depth Interview ◽

Dar Es Salaam City ◽

Creativity And Innovation

Critical literature review revealed that individualised consideration and intellectual stimulation factors of transformational leadership are the heart of employee empowerment. This study is important because there was little and discrete information on how individualised consideration and intellectual stimulation empower the performance of banking sector employees in the Dar es Salaam city. The study, therefore, examined the role of transformational leadership on employee performance based on employee empowerment perspective. A sample of 325 banking sector employees was surveyed using a self-administered structured questionnaire. Multiple linear regressions were employed to find the relationship between individualised consideration and intellectual stimulation with the performance of banking sector employees. A Statistical Package for Social Sciences was employed as an analytical tool for quantitative data. An in-depth interview was conducted to twelve employees who were selected by using the purposive sampling technique from twelve different banks. Thematic analysis was used to analyse qualitative data from in-depth interview to supplement the quantitative findings. The study revealed that individualised consideration and intellectual stimulation had a positive relationship with the performance of banking sector employees. That relationship was enhanced by effectively empowering employees and also fostering an environment that encourages learning, creativity and innovation. The study recommends that leaders in any bank’s section have to empower employees and foster the learning, creativity and innovation environment as the preconditions for enhanced employees’ performance. However, the study was done in the Dar es Salaam city and therefore limiting the generalisation of the results due to contextual differences in sub-Saharan countries. The study contributes to knowledge that individualised consideration and intellectual stimulation factors of transformational leadership are the heart of employee empowerment.

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Transformational Leadership and Objective Performance in Banks

Applied Psychology ◽

10.1080/026999498377917 ◽

1998 ◽

Vol 47 (3) ◽

pp. 397-420 ◽

Cited By ~ 64

Author(s):

Alois L.J. Geyer ◽

Johannes M. Steyrer

Keyword(s):

Transformational Leadership ◽

Objective Performance

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Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000249 ◽

2017 ◽

Vol 61 (4) ◽

pp. 167-180 ◽

Cited By ~ 6

Author(s):

Sylvie Vincent-Höper ◽

Sabine Gregersen ◽

Albert Nienhaus

Keyword(s):

Transformational Leadership ◽

Focal Point ◽

Leadership Behavior ◽

Workplace Health Promotion ◽

Well Being ◽

Mediating Effect ◽

Equation Modeling ◽

Related Factor ◽

Work Characteristics ◽

Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

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Psychological Contract Fulfillment and Employee Responses to Pay System Change

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000186 ◽

2017 ◽

Vol 16 (4) ◽

pp. 172-185 ◽

Cited By ~ 3

Author(s):

Christine J. Syrek ◽

Conny H. Antoni

Keyword(s):

Transformational Leadership ◽

Psychological Contract ◽

Pay For Performance ◽

Psychological Contracts ◽

Change Processes ◽

Affective Organizational Commitment ◽

Before And After ◽

Psychological Contract Fulfillment ◽

Pay System ◽

Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

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