Kepemimpinan Transformasional Dan Transaksional Berdasar Nilai Ajaran Astha Brata

<p><em>This study aims to describe the integration of the values of Astha Brata's teachings in Raden Ngabei Ranggawarsita's Serat Aji Pamasa in the transformational and transactional leadership styles of modern society. The research method uses descriptive qualitative by conducting a literature review of previous research to analyze the application of leadership and transformational styles in five institutions or companies in Indonesia. The results of the analysis are then adjusted to the eight elements contained in the teachings of Astha Brata so that qualitative data can be obtained relating to the suitability of transformational and transactional leadership styles with the values of Astha Brata teachings. The results of this study indicate that there is an integration of astha brata teachings in transformational and transactional leadership styles in various companies. The leaders of institutions or companies prioritize human values in determining the rules of working hours, wages, work targets, rewards, and punishments. In addition, in the application of transformational and transactional leadership styles a leader acts as an example and does not just provide an example. This research can be used as a reference in applying transformational and transactional leadership styles in modern society while still prioritizing the noble values of the previous leaders through the teachings of Astha Brata.</em></p>

Managing Diversity Through Leadership and Emotional Intelligence in the Banking Sector of Pakistan: A Moderating Role of Organizational Culture

The moderation effect of organizational culture has also been examined. The quantitative approach has been used in data collection, and 182 sample responses have been gathered from the banking industry employees of Pakistan. The data has been analyzed by employing PLS-SEM. The results have shown that transformational and transactional leadership positively and insignificant affect workplace diversity. However, emotional intelligence has a positive and significant effect on workplace diversity. Besides, organizational culture has a positive and significant moderation effect between transactional leadership and workplace diversity. The organizational culture has a negative but insignificant moderation effect between transformational leadership and workplace diversity. The organizational culture has a negative but insignificant moderation effect between emotional intelligence and diversity. Managers are recommended to ensure transparency when identifying roles and expectations of the task amongst employees. Secondly, establish reward systems upon effective outcomes. Thirdly, state the punishments with utmost clarity.

Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

Recognizing leadership styles through the use of a serious game

PurposeThis study aims to present a practical approach to recognizing leadership styles by adopting a serious game in the context of an entrepreneurship course in higher education.Design/methodology/approachThe action-research methodology is adopted to explore how the various leadership styles are perceived and assimilated by students. Furthermore, students are organized into eight groups to explore this phenomenon through a thematic analysis.FindingsThe findings reveal that transformational and transactional leadership can coexist and be applied in organizational management. The results also indicate that students with relevant professional experience have a greater ability to identify the benefits and challenges associated with each leadership style as they recognize these styles throughout their professional careers.Originality/valueThis paper mainly offers practical implications by presenting an alternative and complementary approach to exploring leadership styles. Through this approach, students can recognize the various leadership styles in the game personas and realize their impact on the dynamics of an organization.

Library leadership in Nigeria and COVID-19 pandemic

Purpose The current scourge of COVID-19 in educational enterprise requires that libraries tame the wave of the pandemic through effective leadership. This paper aims to investigate library leadership in Nigeria and COVID-19 pandemic. Design/methodology/approach Descriptive research design was used for the study. A structured questionnaire designed with Google Form and administered online was used to elicit data from 137 heads of academic and public libraries and their deputies in South West, Nigeria. Findings It was found that transformational and transactional leadership styles were more effective than laissez-faire style in managing libraries during crisis. Library operations were reduced during the COVID-19 era, and communication and meetings were conducted via social media. The spread of the pandemic was curtailed through enforcement of the use of face mask and nose covers and awareness campaign through posters and handbills. Practical implications It is the library heads with effective leadership styles that will be productive in the face of the COVID-19 pandemic. Originality/value This study is novel, as it approaches the handling of COVID-19 in libraries from the perspective of the leadership styles of the library leaders. No studies have emanated from Africa in this area. The few available narratives are centred around the Western countries. Meanwhile, managers of libraries in Nigeria are not immune to leadership crisis in the handling of the COVID-19 in their respective libraries.

Associations between Traditional and Digital Leadership in Academic Environment: During the COVID-19 Pandemic

Objectives: Notably, as a result of the unique circumstances that the global population is facing (Covid-19), there has been an increase in interest in educational leadership science, particularly in academic environment, with the aim of enhancing an ecosystem that is inclusive, open to change, monitoring, and often unforeseen challenges. Of the various types of educational leadership, transformational leadership is recognized as the most suitable for use in academic environment. It focuses on the division of leadership responsibilities among academics with varying skills in order to handle collectively the spectrum of leadership responsibilities needed in a variety of contexts. Methods/Analysis: This perspective is embodied in this study paper, which examined the degree to which members of the Senate of three Universities of Greece, engaged in three distinct types of leadership (transformational leadership, transactional leadership, and leadership to be avoided) via digital leadership. The findings were interpreted using descriptive, diagnostic, predictive and prescriptive data analysis algorithms. Findings: The findings indicate that participants demonstrate a high level of Transformational and Transactional Leadership. They demonstrated a high level of Digital Leadership while avoiding Passive - To Avoid Leadership. The study demonstrates that Digital Leadership has a relatively favorable association with the leadership outcome, which is translated as a high level of performance and satisfaction coexisting with a high level of digital leadership execution. Novelty /Improvement: The research project indicates that a good leader who practices transformational leadership and is prepared with the necessary digital skills would be more effective in carrying out administrative responsibilities in an academic environment. Doi: 10.28991/esj-2021-01286 Full Text: PDF

Safety Leadership as a Means for Safe and Sustainable Shipping

Safety leadership is critical in high-risk industries such as shipping since inadequate leadership can cause marine accidents, resulting in injuries, fatalities, damage to property and environmental pollution. One of the aspects of good and effective safety leadership is creating good human relations and satisfaction among crewmembers, considered a precondition for effective teamwork. Officers on board ships should establish effective teamwork and implement adequate safety leadership, positively affecting safety culture, increasing safety in general and improving marine environment protection. Safety leadership onboard ships comprises several characteristics, including maintaining safe work performance, carrying out safety training, and encouraging crewmember morale. Therefore, it is essential for all stakeholders in shipping industries that officers onboard ships can identify those characteristics, adapt, and apply them adequately. This paper presents the characteristics and skills that shipboard officers need to apply in order to be excellent leaders and serve with adequate safety leadership abilities. One tool for recognizing those characteristics and skills was a survey carried out among experienced professional seafarers. Analysis of the survey data revealed latent factors, these being transformational and transactional leadership elements affecting safety leadership onboard ships.