cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
C. Budi Santoso
Contact Email
jlo.feb@ugm.ac.id
Phone
+628112822260
Journal Mail Official
jlo.feb@ugm.ac.id
Editorial Address
Jl. Sosio Humaniora no. 1, Yogyakarta 55281, Indonesia
Location
Kab. sleman,
Daerah istimewa yogyakarta
INDONESIA
Journal of Leadership in Organizations
Published by Universitas Gadjah Mada
ISSN : 26568829     EISSN : 26568810     DOI : https://doi.org/10.22146/jlo.72665
Core Subject : Science, Social,
Decision Sciences, Operations Research & Management Social Sciences
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
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 5 Documents
 1 
Search results for , issue "Vol 1, No 1 (2019): Journal of Leadership in Organizations" : 5 Documents clear
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 Diah Astrini Amir
Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (695.722 KB) | DOI: 10.22146/jlo.42946

Abstract

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.
LEADERSHIP DEFINITIONS APPLICATIONS FOR LECTURERS’ LEADERSHIP DEVELOPMENT Reni Rosari
Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (523.402 KB) | DOI: 10.22146/jlo.42965

Abstract

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.
TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION Muhammad Zakiy
Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (589.957 KB) | DOI: 10.22146/jlo.43770

Abstract

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. 
THE EFFECT OF ETHICAL LEADERSHIP ON VOICE BEHAVIOR: THE ROLE OF MEDIATORS ORGANIZATIONAL IDENTIFICATION AND MODERATING SELF-EFFICACY FOR VOICE Utami Tunjung Sari
Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (718.323 KB) | DOI: 10.22146/jlo.43771

Abstract

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.
EXPLORATION OF ASIA LEADERSHIP THEORY: LOOKING FOR AN ASIAN ROLE IN THE FIELD OF LEADERSHIP THEORY C. Budi Santoso
Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (521.703 KB) | DOI: 10.22146/jlo.44599

Abstract

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.

Page 1 of 1 | Total Record : 5

 1 

Filter by Year

2019 2019


Reset
Filter By Issues
All Issue Vol 5, No 2 (2023): Journal of Leadership in Organizations Vol 5, No 1 (2023): Journal of Leadership in Organizations Vol 4, No 2 (2022): Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations Vol 3, No 2 (2021): Journal of Leadership in Organizations Vol 3, No 1 (2021): Journal of Leadership in Organizations Vol 2, No 2 (2020): Journal of Leadership in Organizations Vol 2, No 1 (2020): Journal of Leadership in Organizations Vol 1, No 2 (2019): Journal of Leadership in Organizations Vol 1, No 1 (2019): Journal of Leadership in Organizations