GAYA KEPEMIMPINAN CAMAT DALAM PENYELENGGARAN PEMERINTAHAN DI KECAMATAN SUNGAI AMBAWANG KABUPATEN KUBURAYA

2018 ◽  
Vol 3 (2) ◽  
Author(s):  
Ayu Widowati Johannes
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Community Empowerment ◽  
Willingness To Compete ◽  
Government Development

The performance of the apparatus in carrying out government duties is expected to be carried out seriously by having a willingness to compete giving the best in order to achieve the stated goals. The function of guidance and direction of a sub-district head is reflected in the leadership style that is applied to the administration of government, development and community empowerment. The results of the study show that the Cooperation dimension, the dimension of listening and receiving suggestions / inputs and the dimensions of encouraging decision-making, are more dominantly applied by the sub-district head, which is the dimension of the participatif leadership style. Keyword: Style of leadership, governance, sub-district head, decision making

scholarly journals GAYA KEPEMIMPINAN CAMAT DALAM PENYELENGGARAN PEMERINTAHAN DI KECAMATAN SUNGAI AMBAWANG KABUPATEN KUBURAYA

2018 ◽  
Vol 3 (2) ◽  
pp. 150-163
Author(s):  
AYU WIDOWATI JOHANNES
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Community Empowerment ◽  
Participative Leadership ◽  
Willingness To Compete ◽  
Government Development

The performance of the apparatus in carrying out government duties is expected to be carried out seriously by having a willingness to compete giving the best in order to achieve the stated goals. The function of guidance and direction of a sub-district head is reflected in the leadership style that is applied to the administration of government, development and community empowerment. The results of the study show that the Cooperation dimension, the dimension of listening and receiving suggestions / inputs and the dimensions of encouraging decision-making, are more dominantly applied by the sub-district head, which is the dimension of the participative leadership style.

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Helly Ocktilia
Keyword(s):  
Leadership Style ◽  
Social Institution ◽  
Community Empowerment ◽  
Board Members ◽  
Supportive Leadership ◽  
Community Institutions ◽  
The Social ◽  
Descriptive Method

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.

scholarly journals Power and Decision Making in the Early Church

2020 ◽  
Vol 1 (2) ◽  
pp. 9-20
Author(s):  
Seth Akhilele
Keyword(s):  
Decision Making ◽  
Conflict Resolution ◽  
Organizational Behavior ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Power Distance ◽  
Lessons Learned ◽  
Power Sharing ◽  
Early Church ◽  
Study Results

Abstract In this article, there is the intersection of biblical principles into the teaching and learning of organizational behavior. It examined the crisis in the early Church, as told in the Luke account of Acts of the Apostles Chapter six, and how the leaders decided to resolve the conflict. The exegetical analysis method revealed the lessons learned from the apostolic leaders’ decision-making strategy and the power play in their leadership style. The results included the need for decision making for conflict resolution, decision and empowerment, power distance advantage, and power-sharing advantage in the early Church. The decision-making style for resolving the conflict in the Church was then recommended for contemporary church leaders, in teaching organizational leadership behavior in Christian schools, and in practice in other organizations. The study results suggest that the Bible is a rich source of data for teaching organizational behavior. Keywords: Low-power distance, conflict resolution, decision making, church, power-sharing.

scholarly journals LEADERSHIP RESPOND TO ORGANIZATIONAL CHANGE RESISTANCE

2020 ◽  
Vol 3 (2) ◽  
pp. 12
Author(s):  
Louis Mokolensang ◽  
Charles Henry S Tangkau ◽  
Wilson Bogar
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Junior High School ◽  
Program Planning ◽  
Change Resistance ◽  
Good Communication ◽  
Junior High School Teachers ◽  
Work Program ◽  
Village Organization ◽  
The Village

This study aims to describe the analysis, and interpret the leadership style of the Sukur Village Chief Airmadidi District, North Minahasa Regency. The method of approach uses qualitative or postpositivistic, because it is considered appropriate according to the problem at hand. The results of the research obtained by the Lurah in communicating are still not open, many decisions are not conveyed to his employees transparently and the Lurah's weak ability to communicate both with employees and the community. Good communication will have an impact on the preparation of work program planning which is a further action after determining the vision organization; Experience in the world of government is still minimal with a background of junior high school teachers and educational qualifications not in the field of government and the village head does not understand the vision and mission of the village organization; The Lurah does not really understand the main tasks and does not yet have a work program planning and Lurah's inhospitability in decision making is dominated by the character of his past and his reluctance to practice according to existing rules. The ability of the lurah in understanding the existing resistance either personally to the rules or resistance to problems related to decision making has not yet implemented the existing rules and is more dominated by what is not desired by the rules, understanding the rules there but to practice those which are still not maximal, especially in in his decision-making which is dominated by his feelings and delegation of tasks that do not understand Job description according to the duties that are owned, so that the problem solving in this study The need for rolling positions based on expertise and competence; Commitment to the involvement and participation of the Lurah needs to be increased; Positioning a Lurah must Understand the Auth and rules; Assignment of tasks based on task fields and competencies; Background The Lurah must meet educational qualifications, skills and loyalty

Influence of age and gender on decision-making models and leadership styles of non-profit executives in Texas, USA

2016 ◽  
Vol 24 (2) ◽  
pp. 186-203 ◽  
Author(s):  
Francis C. Uzonwanne
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategies ◽  
Rational Decision ◽  
Content Type ◽  
Non Profit ◽  
Rational Decision Making ◽  
Significant Difference ◽  
Decision Making Models

Purpose The purpose of this study is to fill the gap by investigating the relationship between age and other demographics on decision-making and leadership styles of executives in the non-profit sector. Design/methodology/approach This study is a quantitative research using correlation analysis and analysis of variance. The quantitative approach establishes facts, makes predictions and tests stated hypothesis and used the Pearson correlation coefficient, the ANOVA and the two-way analysis of variance. This study used surveys to collect data. Findings H1 states that there will be no significant difference in the decision-making models used among non-profit organizational leaders (rational, intuitive, dependent, spontaneous and avoidant) based on demographic variables: gender and age. H2 states that there will be no significant difference in the leadership style used among non-profit organizational executives (selling, telling, delegating and participating) and different dimensions of demographic variables: gender and age. Research limitations/implications This study explored the relationship between the demographics, age and gender and the decision-making models (rational, intuitive, dependent, spontaneous and avoidant) and leadership styles (selling, telling, delegating and participating) of executives in non-profit organizations. The age of the executives also showed to be important factors that influenced executive’s leadership styles and decision-making models as well. Practical implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Social implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Originality/value This is an original piece of research that contributes to the literature on leadership style.

Research-Based Leadership for Next-Generation Leaders

2017 ◽  
pp. 1-39
Author(s):  
Peggy M. Delmas
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Leadership Styles ◽  
Leadership Style ◽  
Self Awareness ◽  
Leadership Theories ◽  
Comprehensive Overview ◽  
Effective Leaders ◽  
Emerging Leadership ◽  
Organizational Needs

This chapter uses a leadership typology to review categories of traditional and emerging leadership theories and styles. Those theories and styles that have particular application or extensive research in the areas of education, change, problem solving, decision making, and organizational culture are emphasized. Strategies for increasing leader self-awareness, matching leadership styles and organizational needs, and improving problem solving and decision making are provided. The aim of this chapter is to give a clear and comprehensive overview of the array of leadership styles and theories grounded in research. The intent is to help practitioners working in education be more effective leaders by providing a comprehensive theory base to guide their actions, and to help them utilize the leadership style(s) most appropriate for their organization.

Hierarchy and/or Reflectivity: the Role of Groups in the Function of Psychiatric Wards

2004 ◽  
Vol 37 (1) ◽  
pp. 45-64 ◽  
Author(s):  
Zoltán Terenyi ◽  
Gabriella Kis ◽  
Jáanos Eszik
Keyword(s):  
Decision Making ◽  
Group Therapy ◽  
Leadership Style ◽  
Free Communication ◽  
Authoritarian Leadership ◽  
Distribution Of Resources ◽  
Functional Features

Psychiatric wards in Hungary and elsewhere in Europe, even with modern concepts, possess features of totalitarian systems: controlling, maintaining a strong hierarchy in the structure, an authoritarian leadership style, regulated autonomy and reduced to one-way communication. Group therapy aims at free communication, empathic leading, cooperation and functional agreements, reflectivity. In this paper we analyze components of this apparent dichotomy in the context of contemporary psychiatric wards. A theoretical definition is given for the possible degrees of hierarchical rigidity on psychiatric wards based on decision-making procedures, the acquisition and distribution of resources and analysis of boundaries and functional features.

Ethical Leadership Style and Its Impact on Decision-Making

2017 ◽  
Vol 11 (2) ◽  
pp. 45-47 ◽  
Author(s):  
Michael C. Chikeleze ◽  
Walter R. Baehrend
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Ethical Leadership
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