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C. Budi Santoso
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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 4, No 1 (2022): Journal of Leadership in Organizations" : 5 Documents clear
Variation in Preferred Leadership Styles Across Generations Andy Bertsch; Mohammad Saeed; James Ondracek; ABM Abdullah; Josh Pizzo; Jordan Dahl; Shain Scheschuk; Wyatt Moore; Danny Youngren
Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (429.669 KB) | DOI: 10.22146/jlo.70057

Abstract

Introduction/Main Objectives: This study investigated preferred leadership styles across Baby Boomers, Generation X, and Millennials. The autocratic, participative, and laissez-faire were identified as the most prevalent styles; and were assessed to explore how the leadership styles across generations affect the role of leadership. Background Problems: Although leadership styles and perspectives have been investigated from divergent angles, the preferred leadership styles have not been explored adequately across generations. Novelty: This study endeavored at filling the gap in the literature, and to provide direction to stakeholders, as regards the preference of each generation for a particular leadership style. Research Methods: An exploratory research design was used for this study and questionnaire items were adopted from the Globe Leadership and Organizational Behavior Effectiveness (GLOBE) project. The sample was obtained from adults over the age of eighteen from the Midwest USA and Canada.  Finding/Results: The study confirmed the generally- accepted hypothesis that Baby Boomers tend to be workaholics and career-driven. The study provides direction and motivation for further confirmatory and exploratory studies pertaining to preferred leadership styles vis-à-vis generation as well as demographic, geographic, and cross-cultural variables. Conclusion: Generation X is highly focused on family, life, and work. The millennial generation has modern values and believes in treating everyone equally, though with a desire to be the center of attention for stealing the spotlight.
The Effect of Stretch Goals on Destructive Leadership and Counterproductive Work Behavior in Indonesian State-Owned-Enterprises Diah Retno Wulandaru; Wakhid Slamet Ciptono; Ely Susanto
Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (560.251 KB) | DOI: 10.22146/jlo.70140

Abstract

Introduction/Main Objectives: This study aims to examine the effect of stretch goals on destructive leadership with burnout as the mediating variable­­­ and then the effect of destructive leadership on counterproductive work behavior of employees with psychological capital as a moderating variable.  Background Problems: The phenomenon of irregularities that occur in SOE in Indonesia is interesting to study. Deviations committed by SOE leaders in Indonesia include fraud, gratification, and data manipulation. The increase in the number of irregularities has a negative effect on organizational performance because it causes several counterproductive work behaviors in employees.  Novelty: Empirical research on destructive leadership is still rare because previous research has focused only on the conceptual side. Research Methods: The design of this study used a survey with a questionnaire completed by 724 respondents who were leaders and employees. The hypothesis testing used Structural Equation Modeling (SEM).  Finding/Results: The findings of this study show a positive influence of stretch goals on burnout and a positive influence of stretch goals on destructive leadership, but burnout has no mediating role in the effect of stretch goals on destructive leadership. There is no effect of perceived destructive leadership on employees’ counterproductive work behavior, but psychological capital has a moderating role in the effect of perceived destructive leadership on employees’ counterproductive work behavior. Conclusion: The practical implication of this study is that a stretch goal that is not balanced with resources can cause individuals to behave destructively even though they are at a managerial level.
The Effect of Ethical Leadership On Job Performance: The Mediating Role of Public Service Motivation and Normative Commitment Muchlis Syahrani; Hernawaty Hernawaty; Alex Winarno
Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (720.288 KB) | DOI: 10.22146/jlo.70614

Abstract

Introduction/Main Objectives: To analyze how ethical leadership influences job performance mediated public service motivation and normative commitment in public institutions.  Background Problems: Ethical issues in public institutions are rarely discussed openly by involving practitioners, although ethical issues are the root of the emergence of various problems in public organizations.  Leaders play an important role in ethics. Novelty: Show ethical leadership as a resource for social learning and provide an understanding that ethical leadership is an important leadership style in the job performance system of public services in leader-member exchange theory. Research Methods: The explanation method uses a survey of 327 civil servants in East Kalimantan. The data analysis technique uses SEM covariance.  Finding/Results: Ethical leadership as a model for subordinates in providing public services. The interaction between leaders and subordinates encourages public service motivation for the public and fosters normative commitment based on consideration of ethical values. Ethical leaders influence the job performance of civil servants through service and normative commitment. Conclusion: Increased public service motivation and normative awareness, as well as job performance as a public servant, is influenced by ethical leadership. The practical implication is the need to develop and strengthen interactions between leaders and subordinates as a social learning process that can activate ethical awareness as public servants.
The Effect of Transformational Leadership on Organizational Commitment and Work Performance Abu Muna Almaududi Ausat; Suherlan Suherlan; Tepi Peirisal; Zaenal Hirawan
Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (586.95 KB) | DOI: 10.22146/jlo.71846

Abstract

Introduction/Main Objectives: Organizations must be responsive in an increasingly complicated and competitive business environment.  Background Problems: To stay relevant, the leader's role must be maximized in cultivating and promoting the people resources they have. This is still a problem of leadership style applied in a business organization. Novelty: The transformational leadership style is the solution to a company's uneasiness in the face of a more dynamic and disruptive business environment, particularly for SMEs that are still learning how to execute the optimum leadership style.Research Methods: A quantitative technique based on variance Structural Equation Modeling (SEM) and Partial Least Squares (PLs) was used to acquire a better understanding of the relationship between variables. An online questionnaire was used to collect responses from SMEs employees in the food and beverage sector in Karawang Regency, Indonesia.  Finding/Results: Transformational leadership has a good and significant impact on organizational commitment and work performance, according to the findings. Similarly, the commitment organizational to work performance. Organizational commitment, on the other hand, does not appear to be a significant mediating variable between transformational leadership and work performance. Conclusion: Although transformational leadership can have beneficial effects on employees like commitment and intimacy, it's important to remember that during the present Covid-19 pandemic, employees require a decent income from their work
The Influence of Paternalistic Leadership On Individual Performance Anhar Januar Malik; C. Budi Santoso
Journal of Leadership in Organizations Vol 4, No 1 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (425.483 KB) | DOI: 10.22146/jlo.72665

Abstract

Introduction/Main Objectives: Paternalistic leadership as a unique leadership behavior has received the attention of researchers from various countries. The application of effective paternalistic leadership occurs in high power-distance and collectivistic cultures.  Background Problems: Most studies examine the influence of paternalistic leadership at the dimensional level. In addition, the issue in paternalistic leadership research is directed to review the presence of paternalistic leadership on members’ attitudes. Novelty: First, this study is aimed at testing the united dimensions of paternalistic leadership. Second, this study focuses on the psychological mechanisms underlying the impact of paternalistic leadership on individual tasks and contextual performance. Third, this study adopts social exchange theory and affective events theory to review the role of paternalistic leadership. Research Methods: Using a statistical test of mediating process with the approach of the causal chain. This research was carried out in the context of organizations in various sectors.  Finding/Results: Firstly, paternalistic leadership is present in varied organizations. Secondly, paternalistic leadership significantly influences individual tasks and contextual performance. Moreover, the findings reveal that trust in leadership enables to explain the relationship between paternalistic leadership and individual tasks and contextual performance.

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