Implementation of Transformational Leadership in Village Institutions
(1) Faculty of Administrative Sciences, Universitas Brawijaya, Indonesia
(2) Faculty of Administrative Sciences, Universitas Brawijaya, Indonesia
(3) Faculty of Administrative Sciences, Universitas Brawijaya, Indonesia
(4) Faculty of Administrative Sciences, Universitas Brawijaya, Indonesia
(*) Corresponding Author
DOI: https://doi.org/10.26858/jiap.v13i2.59405
Abstract
The village head has a key role in developing his village with various leadership styles in order to improve the village economy. One popular leadership style is transformational leadership. Therefore, this research aims to identify the implementation of transformational leadership in village institutions in improving the village economy. This research is descriptive research with a qualitative approach. This research was conducted using in-depth interviews with four village heads including village officials and business actors in Jombang Regency, including Ngampungan Village, Galengdowo Village, Wonomerto Village, and Carangwulung Village. This village was chosen because it has a fairly developed rural tourism in Jombang Regency. The research results show that the Head of Galengdowo Village has the highest level of application of transformational leadership among other village heads, followed by the Heads of Wonomerto and Carangwulung Villages who have similar characteristics.
Keywords
Full Text:
PDFReferences
Alvehus, J. (2021). Docility, Obedience and Discipline: Towards Dirtier Leadership Studies? Journal of Change Management, 21(1), 120–132. https://doi.org/10.1080/14697017.2021.1861696
Azim, M. T., Fan, L., Uddin, M. A., Abdul Kader Jilani, M. M., & Begum, S. (2019). Linking transformational leadership with employees’ engagement in the creative process. Management Research Review, 42(7), 837–858. https://doi.org/10.1108/MRR-08-2018-0286
Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness Through Transformational Leadership. Sage Publications.
Bonotto, C., & Basso, M. (2001). Is it possible to change the classroom activities in which we delegate the process of connecting mathematics with reality? International Journal of Mathematical Education in Science and Technology, 32(3), 385–399. https://doi.org/10.1080/00207390110040201
Cartier, C. (2016). A political economy of rank: The territorial administrative hierarchy and leadership mobility in urban China. Journal of Contemporary China, 25(100), 529–546. https://doi.org/10.1080/10670564.2015.1132771
Cresswell. (2011). Penelitian Kualitatif dan Desain Riset. Pustaka Belajar.
Curtis, G. J. (2018). Connecting influence tactics with full-range leadership styles. Leadership and Organization Development Journal, 39(1), 2–13. https://doi.org/10.1108/LODJ-09-2016-0221
Daspit, J., Tillman, C. J., Boyd, N. G., & Mckee, V. (2013). Cross-functional team effectiveness: An examination of internal team environment, shared leadership, and cohesion influences. Team Performance Management, 19(1), 34–56. https://doi.org/10.1108/13527591311312088
DeMatthews, D. (2016). Effective Leadership is Not Enough: Critical Approaches to Closing the Racial Discipline Gap. The Clearing House: A Journal of Educational Strategies, Issues and Ideas, 89(1), 7–13. https://doi.org/10.1080/00098655.2015.1121120
Elmholdt, K., Elmholdt, C., Tanggaard, L., & Mersh, L. H. (2016). Learning good leadership: A matter of assessment? Human Resource Development International, 19(5), 406–428. https://doi.org/10.1080/13678868.2016.1206362
Erickson, S. (2021). Communication in a Crisis and the Importance of Authenticity and Transparency. Journal of Library Administration, 61(4), 476–483. https://doi.org/10.1080/01930826.2021.1906556
Eyal, O., & Kark, R. (2004). How do Transformational Leaders Transform Organizations? A Study of the Relationship between Leadership and Entrepreneurship. Leadership and Policy in Schools, 3(3), 211–235. https://doi.org/10.1080/15700760490503715
Fawcett, Paul., Legrand, Tim., Lewis, Jenny., & O’Sullivan, S. (2018). Governance, public policy and boundary-making. Australian Journal of Political Science, 53(4), 480–489.
Feyerherm, A. E., & Parker, S. B. (2011). Emergent collaboration and leadership for sustainable effectiveness: The metropolitan housing authority. In Organizing for Sustainable Effectiveness (Vol. 1). Emerald Group Publishing Ltd. https://doi.org/10.1108/S2045-0605(2011)0000001010
Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of Management Development, 26(3), 239–260. https://doi.org/10.1108/02621710710732146
Haase, H., & Franco, M. (2020). Leadership and collective entrepreneurship: evidence from the health care sector. Innovation: The European Journal of Social Science Research, 33(3), 368–385. https://doi.org/10.1080/13511610.2020.1756231
Hameduddin, T., & Engbers, T. (2022). Leadership and public service motivation: a systematic synthesis. International Public Management Journal, 25(1), 86–119. https://doi.org/10.1080/10967494.2021.1884150
Hatakeyama, K. (2008). Japan’s aid to Vietnam: Becoming an intellectual leader? Japanese Studies, 28(3), 345–364. https://doi.org/10.1080/10371390802446893
Johnson, L. (2014). Culturally Responsive Leadership for Community Empowerment. Multicultural Education Review, 6(2), 145–170. https://doi.org/10.1080/2005615x.2014.11102915
Khalili, A. (2017). Creative and innovative leadership: measurement development and validation. Management Research Review, 40(10), 1117–1138. https://doi.org/10.1108/MRR-09-2016-0213
Levitan, J. (2020). Incorporating Participant Voice in Culturally Responsive Leadership: A Case Study. Leadership and Policy in Schools, 19(3), 390–406. https://doi.org/10.1080/15700763.2019.1585546
Manning, T., & Robertson, B. (2016). A three factor model of followership: part 1– introduction to followership, leadership and the three factor model of leadership. Industrial and Commercial Training, 48(6), 277–283. https://doi.org/10.1108/ICT-01-2016-0003
Marques, T. M. G. (2021). Research on Public Service Motivation and Leadership: A Bibliometric Study. International Journal of Public Administration, 44(7), 591–606. https://doi.org/10.1080/01900692.2020.1741615
Muntz, J., Dormann, C., & Kronenwett, M. (2019). Supervisors’ relational transparency moderates effects among employees’ illegitimate tasks and job dissatisfaction: a four-wave panel study. European Journal of Work and Organizational Psychology, 28(4), 485–497. https://doi.org/10.1080/1359432X.2019.1625888
Naicker, I., Chikoko, V., & Shoko, S. (2016). Influence Matters: Leader Influence Behaviours of Primary School Heads in Zimbabwe. Journal of Sociology and Social Anthropology, 7(4), 233–243. https://doi.org/10.1080/09766634.2016.11885721
Oentoro, J. (2005). Seven Signs of Transformational Leadership. World Harvest Center.
Pasha, O., Poister, T. H., Wright, B. E., & Thomas, J. C. (2017). Transformational Leadership and Mission Valence of Employees: The Varying Effects by Organizational Level. Public Performance and Management Review, 40(4), 722–740. https://doi.org/10.1080/15309576.2017.1335220
Pratiwi, Y. (2022). Pemulihan Perekonomian Indonesia Setelah Kontraksi Akibat Pandemi Covid-19. djkn.kemenkeu.go.id
Ramadass, S. D., Sambasivan, M., & Xavier, J. A. (2017). Critical factors in public sector collaboration in Malaysia: Leadership, interdependence, and community. International Journal of Public Sector Management, 30(5), 487–502. https://doi.org/10.1108/IJPSM-10-2016-0167
Sapignoli, M. (2014). Mobility, Land Use, and Leadership in Small-Scale and Middle-Range Societies. Reviews in Anthropology, 43(1), 35–78. https://doi.org/10.1080/00938157.2014.872463
Sebastian, J., Allensworth, E., Wiedermann, W., Hochbein, C., & Cunningham, M. (2019). Principal Leadership and School Performance: An Examination of Instructional Leadership and Organizational Management. Leadership and Policy in Schools, 18(4), 591–613. https://doi.org/10.1080/15700763.2018.1513151
Sellars, M., & Imig, S. (2021). School leadership, reflective practice, and education for students with refugee backgrounds: a pathway to radical empathy. Intercultural Education, 32(4), 417–429. https://doi.org/10.1080/14675986.2021.1889988
Singh, P., & Dali, C. M. (2013). The value of empathy as an instructional leadership competency for school principals. Education as Change, 17(SUPPL.1), 37–41. https://doi.org/10.1080/16823206.2014.865991
Stone, G. A., Russel, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. The Leadership & Organization Development Journal, 25(4), 349–361.
Sun, P., & Shang, S. (2019). Personality traits and personal values of servant leaders. Leadership and Organization Development Journal, 40(2), 177–192. https://doi.org/10.1108/LODJ-11-2018-0406
Weddle, H. (2022). Challenges and Opportunities for Sustaining Purposeful Professional Collaboration: Leadership Frames in Urban Schools Under Pressure to Improve. Leadership and Policy in Schools, 21(4), 733–755. https://doi.org/10.1080/15700763.2020.1827269
Wiener, A., & Man, E. (2019). Considering a duty to delegate in designing regulatory legislation. Theory and Practice of Legislation, 7(3), 179–203. https://doi.org/10.1080/20508840.2020.1730103
Wilson, C., Ottati, V., & Price, E. (2017). Open-minded cognition: The attitude justification effect. Journal of Positive Psychology, 12(1), 47–58. https://doi.org/10.1080/17439760.2016.1167941
Wilson, M. (2014). Critical reflection on authentic leadership and school leader development from a virtue ethical perspective. Educational Review, 66(4), 482–496. https://doi.org/10.1080/00131911.2013.812062
Yammarino, Francis., Mumford, Michael., Connely, M. Shane., Day, Eric., Gibson, Carter., McIntosh, Tristan., & Mulhearn, T. (2015). Leadership Models for Team Dynamics and Cohesion: The Mars Mission. Team Cohesion: Advances in Psychological Theory Methods and Practice. Research on Managing Groups and Teams, 213–245.
Article Metrics
Abstract view : 63 times | PDF view : 16 timesRefbacks
- There are currently no refbacks.
Copyright (c) 2024 Muhammad Faisal Riza, Andy Fefta Wijaya, Irfan Kharisma Putra, Ahmad Bachtiar Arif
This work is licensed under a Creative Commons Attribution 4.0 International License.
Diterbitkan oleh:
Program Studi Ilmu Administrasi Publik
Program Pascasarjana Universitas Negeri Makassar
JIAP Index By:
This work is licensed under a Creative Commons Attribution 4.0 International License.