Journal of Leadership in Organizations
Journal of Leadership in Organizations (JLO), with registered number ISSN 2656-8829 (Print) and ISSN 2656-8810 (Online), is a peer-reviewed journal published twice a year (March and August) by the Center for Leadership Studies, Department of Management, Faculty of Economics and Business, Universitas Gadjah Mada. JLO is intended to be the journal for publishing articles reporting the results of research on leadership and invites papers on the leadership topic in various contexts. JLO is nationally accredited (Sinta 2) by the Directorate-General for Research Strengthening and Development, the Ministry of Research and Technology, the Republic of Indonesia (Decree No. B/1796/E5.2/KI.02.00/2020). Furthermore, this journal has been indexed in: Directory of Open Access Journal (DOAJ) Garba Rujukan Digital (GARUDA) Google Scholar Directory of Open Access scholarly Resources (ROAD) Accredited in SINTA 2
Articles
54 Documents
<![CDATA[THE EFFECT OF SERVANT LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE ROLE OF TRUST IN LEADER AS A MEDIATION AND PERCEIVED ORGANIZATIONAL SUPPORT AS A MODERATION ]]>
<![CDATA[Diah Astrini Amir]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.42946
<![CDATA[Current organizational behavior studies emphasize the importance of the human aspect. Therefore, leadership as a study of organizational behavior needs to focus on human aspects. The servant leadership (SL) popularized by Greenleaf in 1970 was in line with the idea. SL is explicitly defined as leadership that focuses on serving the needs of subordinates (human aspects). SL is believed to affect subordinate positive behavior which is indicated by organizational citizenship behavior (OCB). However, in the effect of SL on OCB, there is still debate over whether both of them have a direct or indirect impact. The role of organizational context is also not considered in previous studies. This study aims to examine the role of trust in leaders (TIL) as a mediating variable and perceived organizational support (POS) as a moderating variable on the effect of SL on OCB. A total of 238 respondents were collected in the current study in various regions of Indonesia. The results showed that SL had a significant positive effect on OCB. POS was also reported to significantly moderate the effect of SL on OCB. In addition, it was unexpectedly reported that TIL did not mediate the effect of SL on OCB. POS also reported not moderating the effect of SL on OCB through TIL. The arguments in explaining these results are discussed in more detail in the discussion section of this article.]]>
<![CDATA[LEADERSHIP DEFINITIONS APPLICATIONS FOR LECTURERS’ LEADERSHIP DEVELOPMENT ]]>
<![CDATA[Reni Rosari]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.42965
<![CDATA[Bernard M. Bass (1990), John P. Kotter (1988), and Joseph C. Rost (1993) defined leadership in different meanings. Among the three definitions, Rost’s definition can be as a practical application as well as providing guiding principles for lecturers’ leadership development. Leadership is not a person and it is different from management. Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. Four essential elements that must be present if leadership exists are: (1) the relationship is based on influence, (2) leaders and followers are people in this relationship, (3) leaders and followers intend real changes, and (4) leaders and followers develop mutual purposes.]]>
<![CDATA[TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION ]]>
<![CDATA[Muhammad Zakiy]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.43770
<![CDATA[The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. ]]>
<![CDATA[THE EFFECT OF ETHICAL LEADERSHIP ON VOICE BEHAVIOR: THE ROLE OF MEDIATORS ORGANIZATIONAL IDENTIFICATION AND MODERATING SELF-EFFICACY FOR VOICE ]]>
<![CDATA[Utami Tunjung Sari]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.43771
<![CDATA[Some ethical violations that occur in both business organizations and the government in turn highlight the important role of leadership in managing ethical accountability. Ethical leadership arises as a result of various ethical violations and demands for leaders to be able to manage ethical accountability. This study explains the mechanism of influence of ethical leadership behavior on voice behavior in private sector organizations in Indonesia. This study attempts to look at the role of organizational identification as a mediator on the influence of ethical leadership on voice behavior and incorporate the effects of mediation and moderation in one model (moderated mediation model) by using self-efficacy for voice as moderating. Learning theory, social exchange, social identity, and self-efficacy were used as the foundation in this study. 230 valid responses from employees took part in this study. The results of the data analysis showed ethical leadership behavior had a positive influence on voice behavior. Furthermore, organizational identification mediates the influence of ethical leadership on voice behavior and self-efficacy for voice moderating that influence. These findings indicate that employees identified with the organization have a tendency to voice behavior, then employees with high self-efficacy for voice will be more confident in their ability to conduct voice behavior.]]>
<![CDATA[EXPLORATION OF ASIA LEADERSHIP THEORY: LOOKING FOR AN ASIAN ROLE IN THE FIELD OF LEADERSHIP THEORY ]]>
<![CDATA[C. Budi Santoso]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.44599
<![CDATA[This study begins with the question of whether Western leadership theory is universal and where is Asia's contribution to this theory of leadership. Studies show that the theory of Asian leadership is local and influenced by the cultural influences of Asian local communities. Harmony and stability are the essences of Asian local culture. The leadership process is voluntary, collectivity, and is in a traditional or informal social structure. The effectiveness of traditional leadership is more concerned with aspects of guarding and achieving an atmosphere of harmony and stability. Furthermore, Western leadership theory is built from an organizational perspective that is competing to gain resources and maintain the organization's life. The West leadership process is mechanical, formal and transactional. Leadership effectiveness is the ability to win the competition and defend itself in a strong position in the competition. The differences in the approaches to Asian and Western leadership theory are in line with the concept of low-context and high-context perspective. This is also in line with the contingency approach for effective leadership. The study states that the position of Asian and Western leadership theory is the same, both groups of theories are on a practical level that emphasizes contextual conformity. The globalization paradigm has strengthened Western "influence" hegemony about effective leadership. However, this dominance will be temporary according to the human perspective or learning organization because of the contextual conformity. On the other hand, modern society has a stigma over the concept of Asian local leadership above. The things above reinforce the dim role of local Asian leadership in modern Asian society itself.]]>
<![CDATA[ETHICAL LEADERSHIP TRANFORMS INTO ETHNIC: EXPLORING NEW LEADER’S STYLE OF INDONESIA ]]>
<![CDATA[Abdul Karim]]>;
<![CDATA[Nur Fitri Mardhotillah]]>;
<![CDATA[Muhammad Iqbal Samadi]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.44625
<![CDATA[Although numerous styles have been utilized to study leadership focusing on task, role, work, managerial, spiritual and ethical, however there is no agreement on the ethnic style. The debate over this issue as related to the study of ethical leadership transforms into ethnic, especially natural roles of Indonesian’s leaders. In this paper two major approaches phenomenology and ethnography are examined to gaining the theory and the latter is presented the natural roles of ethnic leaders. This study proofs that (1) the concept of ethnic leadership is the ability to spread the belief, value, culture, and norm of ancestry. Also, (2) natural roles of ethnic leaders are transcendent, endogen and reflection of roles.]]>
<![CDATA[DOES SPIRITUAL LEADERSHIP MODEL ENHANCE WORK ENGAGEMENT? EMPIRICAL EVIDENCE FROM AN ISLAMIC HOSPITAL IN YOGYAKARTA ]]>
<![CDATA[Wahyu Saripudin]]>;
<![CDATA[Reni Rosari]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.45520
<![CDATA[The purpose of this research is to investigate the effect of spiritual leadership model on work engagement through the meaning/calling and membership. This study is a quantitative research using primary data collected through a questionnaire survey. Testing was conducted to 106 employees from the Islamic Hospital in Yogyakarta. The Structural Equation Modeling (SEM) with path analysis was used to test the impact and to determine the model that best describes the relationship of the model. The results show that spiritual leadership with values, attitudes, and behaviors of leaders has a significant positive effect on meaning/calling, and membership of the employees. Further, meaning/ calling facilitates employees to enhance the level of work engagement. However, membership does not have a significant effect on enhancing the level of work engagement.]]>
<![CDATA[THE ROLE OF KIAI LEADERSHIP AND CHARACTER EDUCATION: A PATTERN OF SANTRI CHARACTER FORMATION AT ASY-SYIFA AL-QUR'AN ISLAMIC BOARDING SCHOOL ]]>
<![CDATA[Zaini Hafidh]]>;
<![CDATA[M. Tajudin Zuhri]]>;
<![CDATA[Wawan Kurniawan Sandi]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.45618
<![CDATA[This research departs from the actualization of the kiai's leadership role in santri character education in Islamic boarding schools, which consists of the role of goal rationality, spirituality, and interpretation of the vision of education in Islamic boarding schools. This research aims to describe the role of the kiai in forming the character of santri in the Asy-Syifa Islamic boarding school. This research used a qualitative approach with descriptive methods. data collection with interviews, observation and documentation studies, also data analysis and valid data testing. the results of research on how kiai act as pathfinding, a lightning and empowering in the process of forming the character of santri, this is illustrated by how the kiai synergizes the great vision of kiai and Islmic boarding school, with typical learning and Islamic boarding school culture and relational patterns of kiai-santri, santri-kiai and santri-community as a comprehensive process of character education patterns in the Asy-Syifa Islamic boarding school]]>
<![CDATA[HOW TO LEAD THE MILLENNIALS: A REVIEW OF 5 MAJOR LEADERSHIP THEORY GROUPS ]]>
<![CDATA[Bernadeta Cahya Kumala Putriastuti]]>;
<![CDATA[Alessandro Stasi]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.46562
<![CDATA[Millennials are currently taking over the global workforce. While practitioners and scholars have recognized their different work values from previous generations, research on this topic is still scarce. Furthermore, the current leadership theories have tended to focus mainly on the characteristics of leaders without adequately examining the leadership styles that work best for the millennials. Using a literature review from the top tier leadership journals, this paper aims to provide a more comprehensive framework to provide new directions for the development of leadership theory by understanding the millennials’ perspective on leadership. This study thus contributes to the current literatures by using five thematic leadership groups to develop the most optimum leadership style for leading the Millennials. The advantages and disadvantages of using neo-charismatics, leadership and information processing, social exchange/relational leadership, ethical/moral leadership, and e-leadership theories in leading millennials are assessed. Results show that no single leadership theory is adequate for leading the millennials optimally. Hence, mixing the dimensions of different leadership theory groups is suggested. As for the leadership theory aspects, it is recommended to scholars to consider developing more flexible leadership theory models that can accommodate different generational groups.]]>
<![CDATA[SELF-LEADERSHIP AND CAREER SUCCESS: MOTIVATION OF COLLEGE LECTURERS ]]>
<![CDATA[Sari Laelatul Qodriah]]>;
<![CDATA[Wiwi Hartati]]>;
<![CDATA[Abdul Karim]]>
<![CDATA[ Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations ]]>
Publisher : <![CDATA[Universitas Gadjah Mada ]]>
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DOI: 10.22146/jlo.47772
<![CDATA[The aim of this study was to obtain empirical evidence and clarity about the influence of the phenomenon of personality, motivation to career success, either partially or simultaneously based on self-leadership theory. In addition, to determine whether there is differences in personality, motivation to career success between men and women. The unit of analysis is a lecturer in the area of Cirebon region. The total samples are 120 people. The method used is descriptive and verification method. To test the model and hypotheses used regression analysis. The results showed that personality and motivation affects the career success. The Influential of personality and motivation of success is together toward career success. There was no difference in personality, motivation to career success among male and female in the college.]]>
