scholarly journals Model Konseptual Coaching Dalam Pelatihan Pengembangan Kepemimpinan: Sebuah Tinjauan Pendekatan Integratif

2021 ◽  
Vol 4 (1) ◽  
pp. 31-43
Author(s):  
Makmun Abdullah
Keyword(s):  
Leadership Development ◽  
Organizational Performance ◽  
Learning Outcomes ◽  
Leadership Training ◽  
Learning Objectives ◽  
Leadership Coaching ◽  
Development Programs ◽  
Literature Study ◽  
Leadership Development Programs ◽  
Coaching Model

Leadership development programs have been integrated coaching as part of learning. Coaching has the potential to be a method that will help Widyaiswara (teacher) meet, support, and encourage the leadership talents of leadership trainees. Leadership training that only aims to change or increase knowledge, attitudes, and skills of the participants, will not have a significant impact on improving organizational performance, when the gap lies in the basic capacity as a human being. The study aims to determine the most appropriate coaching model to be applied for the leadership training program at PPSDM Apparatus. The research method used is a literature study of leadership coaching models inorganizations that are developing at this time. The results of the study showed that an integrated coaching model that is appropriate to the stages, outputs, and learning objectives in leadership training is expected to be a solution to optimize the coach's role and will be able to improve learning outcomes. ABSTRAKProgram pengembangan kepemimpinan saat ini telah mengintegrasikan coaching sebagai bagian dari pembelajaran. Coaching sangat potensial menjadi metode yang akan membantu Widyaiswara memenuhi, mendukung, dan mendorong talenta kepemimpinan peserta pelatihan. Pelatihan kepemimpinan yang hanya bertujuan untuk mengubah atau menambah pengetahuan (knowledge), sikap (atittude), dan keterampilan (skill) peserta saja, tidak akan memberikan dampak yang siknifikan terhadap peningkatan kinerja organisasi, ketika kesenjangan justru terletak pada kapasitas dasar sebagai manusia. Penelitian ini bertujuan untuk mengetahui model coaching yang paling sesuai untuk diterapkan pada program pelatihan kepemimpinan di PPSDM Aparatur. Metode penelitian yang digunakan adalah studi literatur terhadap model-model coaching kepemimpinan di organisasi yang berkembang saat ini. Hasilkajian menunjukkan bahwa model coaching terintegrasi yang sesuai dengan tahapan, output, dan tujuan pembelajaran dalam pelatihan kepemimpinan diharapkan dapat menjadi solusi untuk mengoptimalkan peran coach dan mampu meningkatkan capaian hasil pembelajaran.

Networking to Leadership in Higher Education

2011 ◽  
Vol 14 (1) ◽  
pp. 62-78 ◽  
Author(s):  
Josefina Castillo Baltodano ◽  
Susan Carlson ◽  
Leah Witcher Jackson ◽  
Wanda Mitchell
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Leadership Training ◽  
Women Of Color ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Leadership In Higher Education ◽  
American Council On Education ◽  
Regional Leadership ◽  
Training And Support

The Problem. Women continue to be underrepresented in the leadership of higher education, a particularly pressing problem given the aging of college presidents and growing numbers of women students. The Solution. The American Council on Education and its Office of Women in Higher Education (OWHE) provide leadership training and support to thousands of women interested in leadership in higher education through a state-based, volunteer network; women of color summits and training; and national and regional leadership forums. The primary purpose of this article is to highlight the structure of these OWHE-supported leadership development programs and networks. The Stakeholders. These leadership development programs provide solutions for higher education institutions seeking to provide leadership training for their women leaders. The programs, structures, and strategies highlighted offer a model for consideration by HRD and leadership development professionals charged with diversifying leadership in other professions, business, and industry.

scholarly journals Pola Pengembangan Kompetensi Kepemimpinan Bagi Aparatur Pemerintah dalam Menghadapi Tantangan Global (Studi Kasus Pada Penyelenggaraan Diklat Kepemimpinan Tingkat IV Di KESDM)

2018 ◽  
Vol 21 (1) ◽  
Author(s):  
Makmun Abdullah
Keyword(s):  
Leadership Development ◽  
Training Program ◽  
Leadership Training ◽  
Development Program ◽  
Mineral Resources ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Organizational Goals ◽  
Leadership Quality ◽  
Integrated Leadership

Leadership development program is an integrated leadership quality development program towards individuals and organizations to achieve organizational goals.  This is important in response to the urgent need to prepare competent leaders in the face of global challenges and uncertainty conditions. Through appropriate leadership development programs, government/institutions are expected to achieve their goals effectively and efficiently. Currently there has been a paradigm shift in leadership development programs that more targeted to the human side by focusing on individuals rather than on their own management processes. This research is expected to answer questions related to the benefits, effectiveness, and development of Leadership Training program organized by the Ministry of Energy and Mineral Resources at this time. The approach of this research is literature review and qualitative descriptive by distributing questionnaires with respondents of alumni of Diklatpim Level IV at KESDM Year 2017. The results show that the Leadership Training which has been held essentially in accordance with the trend of leadership development that is considered most effective model at this time. The alumni of leadership training program have also benefited from the implementation of the training.

Medical leadership is the New Black: or is it?

2015 ◽  
Vol 39 (2) ◽  
pp. 217 ◽  
Author(s):  
Christine Jorm ◽  
Malcolm Parker
Keyword(s):  
Leadership Development ◽  
Medical Students ◽  
Leadership Training ◽  
Return On Investment ◽  
Collaborative Work ◽  
Development Programs ◽  
Healthcare Leadership ◽  
Leadership Development Programs ◽  
Large Numbers ◽  
Medical Leadership

Considerable resources are being invested in healthcare leadership development programs and there is a new requirement for leadership teaching for Australian medical students. The new attention to medical leadership may be a reaction to loss of medical status and power. There is little evidence for return on investment from such programs. It is simply not clear what kind of leadership training is needed for collaborative work to improve healthcare nor what kind of organisational structures enable productive exercise of medical leadership skills. Caution is recommended. What is known about the topic? Considerable resources are being invested in healthcare leadership development programs and there is a new requirement to add leadership to the curricula for Australian medical students. What does this paper add? The lack of logic in calls for mass leadership training is explored. This may not only be a poor return on investment but also potentially reinforce medical attitudes that are unhelpful for modern healthcare. What are the implications for practitioners? A cautious approach to training large numbers of doctors and students is recommended.

Leading Organizational Change: Improved Leadership Behaviors Among Public Health Leaders After Receiving Multirater Feedback and Coaching

2021 ◽  
pp. 216507992110017
Author(s):  
Crystal Spears-Jones ◽  
Ranell Myles ◽  
Tichelle Porch ◽  
Stephanie Parris ◽  
Michelle Ivy-Knudsen ◽  
...  
Keyword(s):  
Public Health ◽  
Organizational Change ◽  
Leadership Development ◽  
Development Program ◽  
Leadership Coaching ◽  
Development Programs ◽  
Leading Change ◽  
Multirater Feedback ◽  
Leadership Development Programs ◽  
Leadership Development Program

Background: Leading Change is one of five Executive Core Qualifications (ECQs) used in developing leaders in the federal government. Leadership development programs that incorporate multirater feedback and executive coaching are valuable in developing competencies to lead change. Methods: We examined the extent by which coaching influenced Leading Change competencies and identified effective tools and resources used to enhance the leadership capacity of first- and midlevel leaders at Centers for Disease Control and Prevention’s National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Diseases, and Tuberculosis Prevention. Data included qualitative data collected via semi-structured interviews that focused on leadership changes made by leaders in the Coaching and Leadership Initiative (CaLI), a leadership development program for Team Leads and Branch Chiefs. Findings: Ninety-six participants completed leadership coaching; 94 (98%) of whom completed one or more interviews. Of those 94 respondents, 74 (79%) reported improvements in their ability to lead change in 3 of 4 leading change competencies: creativity and innovation, flexibility, and resilience. All respondents indicated tools and resources that were effective in leading change: 49 (52%) participated in instructor-led activities during their CaLI experience; 33 (35%) experiential activities; 94 (100%) developmental relationships, assessment, and feedback; and 25 (27%) self-development. Conclusions/Application to Practice: First- and midlevel leaders in a public health agency benefitted from using leadership coaching in developing competencies to lead organizational change. Leadership development programs might benefit from examining Leading Change competencies and including instructor-led and experiential activities as an additional component of a comprehensive leadership development program.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Identity-safe or threatening? Perceptions of women-targeted diversity initiatives

2018 ◽  
Vol 21 (5) ◽  
pp. 745-766 ◽  
Author(s):  
Jessica L. Cundiff ◽  
Sohee Ryuk ◽  
Katie Cech
Keyword(s):  
Leadership Development ◽  
Women's Leadership ◽  
Development Programs ◽  
Diversity Initiatives ◽  
Leadership Development Programs ◽  
Upper Management ◽  
Undergraduate Women ◽  
Women Employees ◽  
A Company ◽  
Identity Safety

One strategy for addressing gender disparities in STEM and leadership focuses on women-targeted diversity initiatives, such as women’s networking groups and women’s leadership development programs. Although well intentioned, targeting diversity initiatives specifically toward women instead of all employees may unwittingly make workplaces appear unwelcoming and biased to prospective employees. To test this notion, undergraduate women and men read a recruitment brochure for a company that framed its diversity initiatives as either targeting women employees or all employees. Both women and men felt less social fit and comfort with the company and were more concerned about being treated negatively and unfairly when diversity initiatives were framed as women-targeted rather than all-inclusive. These results held regardless of whether the company was portrayed as male-dominated or gender equitable (Study 1, N = 117). However, results were somewhat attenuated for women, but not men, when the women-targeted program was portrayed as initiated and led by women employees rather than upper management (Study 2, N = 152). Overall, our results suggest that diversity initiatives may more effectively convey identity safety to both women and men when framed in a way that includes all employees rather than targeting only women.

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