scholarly journals Gaya Kepemimpinan berbasis Emotional Intelligence

2017 ◽  
Vol 5 (1) ◽  
pp. 37-54
Author(s):  
Hamim Tohari
Keyword(s):  
Emotional Intelligence ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Principals ◽  
Spiritual Intelligence ◽  
Educational Institutions ◽  
Authoritarian Leadership ◽  
Organizational Goals ◽  
Source Of Information

This paper is intended to provide input to school principals or leaders of educational institutions to not only pay attention to aspects of intellectual and spiritual intelligence in the use of leadership style, but also attention to aspects of emotional intelligence because this aspect has an important role in interacting with subordinates. Emotional intelligence is interpreted as the ability to listen to emotional whispers, and make it an important source of information to understand yourself and others to achieve a goal. If the principal can use this emotional intelligence well, the emotional relationship between the principal and teachers and employees will always be maintained and is expected to improve the performance of subordinates in achieving organizational goals. There are six leadership styles based on emotional intelligence mentioned by Goleman, i.e. visionary , mentor, affiliative, democratic, speed determinant, and authoritarian leadership styles. However, the principle should apply this styles of leadership proportionaly.

scholarly journals Democratic Leadership: Upaya Kepala Sekolah dalam Membangun Kualitas Peserta Didik di Sekolah Dasar (SD) Tunas Teladan Palembang

2019 ◽  
Vol 4 (1) ◽  
pp. 1-18
Author(s):  
Kris Setyaningsih
Keyword(s):  
Elementary School ◽  
Leadership Style ◽  
School Principals ◽  
Family Values ◽  
Qualitative Approach ◽  
Educational Institutions ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Leadership Pattern

This research aims to investigate the leadership style of school principle of Tunas Teladan Elementary School Palembang and its’ implications to the quality of students. Using a descriptive qualitative approach, the data was collected through documentation, interviews, and observation. The study found that: 1) the leadership style of the headmaster in Tunas Teladan Elementary School, Palembang, is democratic combination with family values, but occasionally in certain situations he applies an authoritarian leadership pattern; 2) the leadership style brought about positive implications for the quality of students, both viewed from academic and non-academic aspects. Based on the results of these studies, it is expected that the leadership pattern of the school principals in Tunas Teladan Elementary School Palembang can be learnt as an example model for managers of educational institutions, both formal and non-formal, especially in improving the quality of students.

Principals’ leadership styles: the role of emotional intelligence and achievement motivation

2019 ◽  
Vol 33 (5) ◽  
pp. 1094-1105 ◽  
Author(s):  
Hillman Wirawan ◽  
Muhammad Tamar ◽  
Elvita Bellani
Keyword(s):  
Elementary School ◽  
Emotional Intelligence ◽  
Leadership Styles ◽  
Elementary School Principals ◽  
Achievement Motivation ◽  
Leadership Style ◽  
School Principals ◽  
Content Type ◽  
Relationship Orientation ◽  
Task Oriented

Purpose The purpose of this paper is to investigate the effect of emotional intelligence (EI) and achievement motivation (AM) on elementary school principals’ leadership styles. This study investigates the contribution of EI and AM on the two major leadership categories: the task-oriented and relationship-oriented leadership. Design/methodology/approach This paper is a quantitative study with the implementation of correlation and hierarchical regression analysis. The surveys (i.e. EI scale, AM scale, leadership style questionnaire) were sent randomly to 280 elementary school principals in South Sulawesi, Indonesia, and 90 of them completed the survey (mostly male=77.78 percent). Findings Principals’ EI significantly predicted both task-oriented and relationship-oriented leadership. In contrast, the principals’ AM yielded non-significant results in predicting both task-oriented and relationship-oriented leadership style. The results also suggested that the effect of EI on two major leadership styles (i.e. task- and relationship-orientation) outperformed the leader’s AM. Research limitations/implications This study did not consider the principals’ performance in the analysis. Future studies should also address this issue by considering leadership performance as well as different culture and context. On the other hand, the authors developed new measures rather than using preexisting measures. Although the measures have been constructed according to the scale construction principles and reached an acceptable standard, future research should advance the psychometric property of the scales. Originality/value This study discusses the effect of EI and AM on task- and relationship-orientation leadership. In addition, this study has also brought a new insight into understanding leadership styles in collective culture such as Indonesia.

Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators

2020 ◽  
Vol 41 (2) ◽  
pp. 280-293
Author(s):  
Kiran Sakkar Sudha ◽  
M. Ghazi Shahnawaz
Keyword(s):  
Leadership Styles ◽  
Task Performance ◽  
Leadership Style ◽  
Personality Trait ◽  
Performance Task ◽  
Content Type ◽  
Authoritarian Leadership ◽  
And Performance ◽  
Measure Of Performance ◽  
Task Oriented

PurposeThe present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.Design/methodology/approachNarcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.FindingsCorrelation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.Originality/valueThe study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment

2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Competitive Advantage ◽  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Business Environment ◽  
Organizational Goals ◽  
Current Information ◽  
The Right

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.

scholarly journals The Effect of Autocratic, Participative, and Delegation Leadership on Work Motivation of Indonesian Navy Personnel

2019 ◽  
Vol 7 (05) ◽  
Author(s):  
Heribertus Yudho Warsono ◽  
Budiyanto ◽  
Akhmad Riduwan
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Performance ◽  
Work Motivation ◽  
Significance Level ◽  
Organizational Goals ◽  
Participatory Leadership ◽  
Autocratic Leadership ◽  
Navy Personnel

The purpose of the study was to determine the effect of autocratic leadership style (X1), participatory (X2) and delegation (X3) on work motivation (Y) Navy Personnel. The research method used was a questionnaire with a sample of 55 people. Measurement of variables using Linkert scale techniques with 1-5 weighting values. To find out the relationship between variables X1, X2 and X3 to Y using statistical techniques correlation analysis, simple linear regression, and multiple linear regression, and to test the significance level using the test which is processed using the Statistical Product and Service Solution (SPSS) version 15 program. The conclusion of this study is that there is a strong influence from the autocratic leadership style, participatory and delegation on the work motivation of the Indonesian Navy Personnel. Then it was recommended to the Leaders at the Indonesian Navy Officers, to be able to maintain and continue to develop autocratic leadership styles, participatory leadership styles, and Delegation leadership styles to better achieve organizational goals. Increased work motivation can be done by increasing the ability of officers through training or leadership for Navy Personnel who have good work performance, giving incentives or rewards to outstanding soldiers and civil servants.

scholarly journals RELATIONSHIP OF COMPENSATION, AND AUTHORITARY LEADERSHIP STYLES AND EMPLOYEE PERFORMANCE

2019 ◽  
Vol 19 (2) ◽  
pp. 71-81
Author(s):  
Ely Rohmawati ◽  
Ani Wulandari
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Rank Correlation ◽  
Test Reliability ◽  
Spearman Rank Correlation ◽  
Authoritarian Leadership ◽  
Descriptive Validity ◽  
Relationship Of ◽  
The Relationship

This study aims to determine the relationship between compensation and authoritarian leadership style with employee performance at PT. Circle K Indonesia Utama Surabaya. The number of respondents in this study was 68 employees. The research method used is descriptive, validity test, reliability test, and spearman rank correlation calculation. The results showed that the compensation variables and authoritarian leadership style had a strong and significant relationship with employee performance. Strategies that can be applied by PT. Circle K Indonesia Utama Surabaya to improve employee performance, namely paying more attention to activities and providing employee compensation appropriately and accordingly. Also, improve the leadership style used by leaders.

scholarly journals EMOTIONAL INTELLIGENCE, LEADERSHIP STYLE AND JOB SATISFACTION OF EDUCATORS ON THE PERFORMANCE OF STATE UNIVERSITIES IN CALABARZON (PHILIPPINES)

2020 ◽  
Vol 8 (12) ◽  
pp. 81-103
Author(s):  
Albina Sacramento-Bunyi, Ed. D. ◽  
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Leadership Styles ◽  
Leadership Style ◽  
International Standards ◽  
State Universities ◽  
Licensure Examination ◽  
The Relationship

Manuscript History Emotional intelligence and leadership styles are ones of the most important dimensions that educators should take into consideration in order to function well. Functioning well and fulfilling their duties and responsi-bilities in educating learners means thatjob satisfaction isevident in their part. Educators emotional intelligence,leadership styles and job satisfaction may be reflected on the performance of state universities in CALABARZON terms of licensure examination for teachers, accreditationacademic rank, and International Standards for Organization (ISO).This study determined the relationships of educatorsemotional intelligence, leadership styles and job satis-faction on the performance of state universities in CALABARZON, Philippines. A questionnaire was used tocollect data that established the relationship between the variables – the emotional intelligence, leadership styles,and job satisfaction of educators on the performance of state universities Recommendations were specified to measure other dimensions that may attribute to the performance of state universities.

scholarly journals The Effect of Budgetary Participation, Organizational Commitment, and Leadership Styles on the Employees’ Performance

2019 ◽  
Vol 2 (1) ◽  
pp. 107-117
Author(s):  
Mila Purani Sistiyan ◽  
Palikhatun Palikhatun ◽  
Payamta Payamta
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Primary Data ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Independent Variables ◽  
Budgetary Participation ◽  
Work Units ◽  
Positive Effect

Aim -This study aimed at gaining the empirical evidence vis-a-vis the effect of budgetary participation, organizational commitment, and leadership styles on the employees’ performance.  Design -This study made use of the primary data garnered from questionnaires distributed to the employees who were directly engaged in the preparation of budget within the work units in working area of the state treasury service office (in Indonesian language known by Kantor Pelayanan Perbendaharaan Negara and abbreviated as KPPN) of Surakarta. The work units covered several regions such as Surakarta, Sukoharjo, and Wonogiri. This study incorporated 80 work units under both ministry and institution. Of 165 questionnaires which were distributed, 116 pieces were returned and could further be analyzed. The independent variables in this study fell into budgetary participation, organizational commitment, and leadership styles, whereas the dependent variable was the employees’ performance.  Findings -The results indicated the following details: 1) budgetary participation had a positive effect on the employees ‘performance; 2) organizational commitment had a positive effect on the employees’ performance; 3a) the authoritarian leadership style had no effect on the employees’ performance; 3b) the democratic leadership style had a positive effect on the employees’ performance; and 3c) the laissez-faire leadership style had no effect on the employees’ performance.

SELF-PERCEIVED EMOTIONAL INTELLIGENCE IN LEADERSHIP OF ADMINISTRATIVE ACADEMIC STAFF

2019 ◽  
Vol 2 (1) ◽  
pp. 67 ◽  
Author(s):  
Sueb Ibrahim
Keyword(s):  
Emotional Intelligence ◽  
Educational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Significant Relationship ◽  
Academic Staff ◽  
The Other ◽  
Perceived Emotional Intelligence ◽  
Understanding Emotions ◽  
Transformational Leadership Style

Research on effective educational leadership and emotional intelligence is growing. There still remains a gap in the relationship that exists between emotional intelligence and educational leadership especially at higher education institutions such as colleges and universities. The main aim of this study was to identify the self-perceived emotional intelligence in leadership of a university’s administrative academic staff. A total of 20 (out of 26) administrative academic staff participated in this study. Two research instruments that were adapted for this study were Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ5X Form) and Mayer - Salovey - Caruso Emotional Intelligence Test (MSCEIT). The findings indicated that the administrative academic staff perceived themselves as exhibiting a highly transformational leadership style as compared to the other two leadership styles, namely, transactional and laissez- faire. The findings also revealed that the administrative academic staff assessed themselves as demonstrating more on managing emotions as compared to the other three emotional branches, namely perceiving emotions, facilitating emotions, and understanding emotions. It also revealed that there was a weak but significant relationship between the transactional leadership relationship and emotional intelligence while the other two leadership styles did not indicate any significant relationship.

scholarly journals Relation between Democratic Leadership and Organizational Cynicism

2016 ◽  
Vol 5 (3) ◽  
pp. 193 ◽  
Author(s):  
Ali Riza Terzi ◽  
Ramazan Derin
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
School Principals ◽  
Simple Linear Regression ◽  
Model Data ◽  
Democratic Leadership ◽  
Organizational Cynicism ◽  
And Gender ◽  
Gender Groups ◽  
Academic Year

<p>This study intends to analyze the relation between school principals’ leadership styles and teachers’ perception of organizational cynicism. The study group consists of 268 participants teaching at high schools in the Balıkesir district of Turkey during 2014-2015 academic year. In the study, which used relational survey model, data was collected through Democratic Leadership Scale and Organizational Cynicism Scale and analyzed by mean scores, independent t-test, one-way analysis of variance (ANOVA), and simple linear regression. The results revealed that democratic leadership is a significant predictor of organizational cynicism, and it is negatively connected with organizational cynicism. In addition, it was found that there were significant differences between seniority and gender groups as regards democratic leadership, between seniority groups as regards all dimensions of organizational cynicism, and between gender as regards affective cynicism. All the results of the study showed that the democratic leadership style displayed by school principals influences the organizational cynicism perceived by teachers.</p>

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