Aktualisasi Nilai-Nilai Astha Brata Untuk Pengembangan Jiwa Kepemimpinan Generasi Z

<em>A government has several leadership traits, one of which is the leadership trait that comes from Java, namely Asta (Astha) Brata. Etymologically comes from Sanskrit, Asta means eight; and Brata: means practice or guidelines, in essence it contains eight teachings of leadership behavior which are symbolized by the attributes of the gods of nature, namely: sky, sun, wind, water, ocean, moon, stars, and fire. The current generation is still many who do not know the importance of the values contained in the teachings of Astha brata. This paper aims to manifest the values of Astha Brata for the development of the leadership spirit of Generation Z. This article uses a literature study method which will then be analyzed in a qualitative descriptive manner. The results carried out in the literature study stated that the leadership values in the teachings of Astha Brata can be manifested in the development of the leadership spirit of generation Z.</em>

Perilaku Kepemimpinan Lintas Budaya Dimensi LDBQ XII Pada Kepuasan Kerja Praktisi Perbankan Di Jawa Tengah

<p><em>This study identifies the determinants of leadership behavior using LBDQ XII and job satisfaction with a sample of bank staff and managers in the island of Central Java. The leadership style in a country is characterized by cross-cultural as a form of national culture that plays an important role in the application of the leadership theory in a country. The role of leadership on the job satisfaction of supervisors and managers is very important to know to see their performance, which will result in organizational performance. The data collection in this study was conducted by distributing online questionnaires to 60 entrepreneurs in the banking sector. LBDQ XII containing 100 instruments and job satisfaction using the Minnesota Satisfaction Questionnaire (MSQ) containing 20 items in the study population. The results show that Indonesian banking practitioners, especially in Central Java, have leaders who are persuasive, production emphasis, predictive accuracy, tolerance for freedom and initiative for structure have the most role in the job satisfaction of banking supervisors and managers in Central Java, respectively Java.</em></p>

Pengaruh Perilaku Kepemimpinan dan Pengalaman Kerja Kepala Sekolah terhadap Motivasi Berprestasi Guru Agama Islam di SMA Negeri Kota Jambi

This research aims to determine and analyze; (1) description of the principal's leadership behavior and the teacher's work experience towards the motivation of the achievement of religious teachers; (2) influence of the principal's leadership behavior on the motivation of teacher achievement; (3) the relationship between the teacher's work experience and the motivation of the teacher's performance; (4) Influence of the principal's leadership behavior and teacher work experience on the motivation of the teacher's religious achievement. The study used descriptive analysis survey methods, with a sample of 35 religious teachers and used correlation and regression analysis. The results of the study found that the magnitude of the simultaneous influence between the principal's leadership behavior (X1) and the teacher's work experience (X2) on the teacher's achievement motivation (Y) was 0.746 which was classified as weak. Meanwhile, the simultaneous contribution of the variables (X1) and (X2) to (Y) = R2 x100% or 0.7462 x 100% = 55.7% and the remaining 44.3% is determined by other variables. Then the rise and fall or the size of achievement motivation can be predicted through the regression equation: = 19.766 + 0.2213x1 + 0.9734x2. The results of this study can be drawn several sub-conclusions as follows: (1) the magnitude of the influence of the principal's leadership behavior variable (X1) on teacher achievement motivation (Y) is 0.606% while the contribution of the variable (X1) to (Y) is 36.72%. the remaining 63.28% is determined by other variables. (2) the magnitude of the influence of the teacher's work experience (X2) on the teacher's achievement motivation (Y) is 0.746% while the contribution of the variable (X2) to (Y) is 55.65% and the remaining 44.35% is determined by other variables. (3) the magnitude of the relationship between principal leadership behavior (X1) and teacher work experience (X2) is 0.609 then the contribution of variables (X1) and (X2) is 37.09% while the remaining 52.25%.

The Contribution of Leadership Behavior through Work Environment and Individual Characteristics toward Lecturer Job Satisfaction

This research is essential because the lecturers’ job satisfaction as the leading factor in higher education activities requires adequate attention. Attention should be paid through measured research to produce reliable decisions. Therefore, this research aims to examine and measure the variables of leadership behavior, work environment, and individual characteristics to know the appropriate treatments to increase lecturer job satisfaction. The research utilized the survey design on the civil servant lecturers. The sampling technique used was a simple random sampling without considering strata because the respondents were almost homogeneous. The instruments were based on theory and expert recognition. The measurement and testing were performed using structural equation modeling (SEM), and the data analysis technique was assisted by SmartPLS 3 software. The results showed that either partially or through mediation, leadership behavior, work environment, and individual characteristics posed positive and significant contributions to lecturer job satisfaction.

Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators

PurposePsychological ownership (PO) theory and extended self theory explain why someone feels like the owner of his/her job or organization. Yet, there is limited prior research examining whether PO differs as an individual versus collective phenomenon, and in different cultural contexts. The authors extend this literature by examining the dimensionality of PO, multiple outcomes and cultural values as boundary conditions.Design/methodology/approachData from surveys of 331 supervisors from Mexico and the US were collected to examine the relationships between the theorized constructs. The authors apply two-stage least squares (2SLS) regression analysis to alleviate endogeneity concerns and produce robust results.FindingsBoth individual and collective PO (IPO and CPO) are positively associated with organization-based self-esteem (OBSE) and a new outcome, paternalistic leadership behavior. Cultural values are significant moderators with an individualistic orientation enhancing and a power distance orientation attenuating these relationships.Originality/valueThis study extends PO theory and extended self theory by investigating whether IPO and CPO have different outcomes considering contextual differences in cultural values. Additionally, the authors capture the frequency of paternalism instead of its mere occurrence.

Managing the Uncertainties Inherent in Prohibitive Voice: How Leadership Interacts With Employee Political Skill

Drawing from the uncertainty management theory, we examine how authoritarian leadership and humble leadership interact with employee political skill to predict prohibitive voice. We conducted a two-wave survey study of 43 managers and 176 subordinates in a power company in China. Our findings indicate that authoritarian leadership has a minimal negative effect on the psychological safety of employees with higher political skill, which in turn leads to a minimal negative effect on their prohibitive voice. Moreover, humble leadership is positively associated with prohibitive voice for employees with lower political skill. For employees with higher political skill, no type of leadership behavior has a significant influence on their prohibitive voice. We outline the implications of these findings for both theoretical and managerial practices.