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All Journal International Journal of Management Science and Information Technology (IJMSIT) ServeInnovate: Journal of Applied Community Engagement (SJACE)
Rudi Wibowo
University of Muhammadiyah Lamongan
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Optimalisasi Layanan Kesehatan Penyandang Disabilitas Berbasis Pelatihan Disability Inclusive Development di RS Lamongan Rudi Wibowo; Nuning Nurna Dewi
ServeInnovate: Journal of Applied Community Engagement (SJACE) Vol. 1 No. 2 (2026): ServeInnovate: Journal of Applied Community Engagement (SJACE)
Publisher : Universitas Muhammadiyah Banten

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.67219/rr7rr786

Abstract

Persons with disabilities continue to experience multiple barriers in accessing quality healthcare services, including physical, communication, and systemic obstacles. These challenges highlight the need to strengthen healthcare workers’ capacity and develop more inclusive healthcare systems. This community service program aimed to enhance hospital staff’s knowledge and skills in delivering inclusive healthcare services for persons with disabilities through a Disability Inclusive Development (DID) approach. The program was conducted at a hospital in Lamongan Regency and involved 33 staff members from various service units. The implementation methods included theoretical training, focus group discussions, healthcare service simulations, and evaluation using pre-test and post-test instruments. The results showed an improvement of approximately 60–75% in participants’ understanding, particularly regarding the social model of disability, ethical and effective communication with diverse disability groups, and awareness of systemic barriers in healthcare services. Service simulations revealed that the main barriers were cultural, structural, informational, and institutional in nature, originating from healthcare systems that were not yet fully inclusive. This community service activity demonstrates that a DID-based approach contributes to strengthening human resource capacity and comprehensively identifying service barriers. The proposed training and simulation model is potentially replicable and may be adopted by other healthcare facilities to support the development of comprehensive, inclusive, and sustainable healthcare systems.
Co-Leadership (Co-LEAD) Model Based on Behavioral Competence Transformation (BCT) to Improve Cooperative Performance and Collaboration in Lamongan Rudi Wibowo; Devi Febrianti; Ira Megasyara; Nuning Nurna Dewi; Aprelia Nur Kumalasari; Imran Syah; Minullah Minullah
International Journal of Management Science and Information Technology Vol. 6 No. 1 (2026): January - June 2026
Publisher : Lembaga Komunitas Informasi Teknologi Aceh (KITA), Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35870/ijmsit.v6i1.6580

Abstract

This study aims to analyze the implementation of the Co-Leadership (Co-LEAD) model based on Behavioral Competence Transformation (BCT) in improving the performance and collaboration of cooperative teams in Lamongan Regency. The observed phenomenon is the low level of collaboration and the dominance of individualistic leadership that hinders organizational effectiveness. The study used a qualitative interpretive approach with case studies in three cooperatives, namely KUD Minatani, KUD Tani Mulyo, and KPRI Handayani. Data were collected through in-depth interviews, observation, and documentation. The results show that the implementation of BCT-based Co-Leadership consistently improves the quality of collaboration and organizational performance. Empirically, the findings indicate an increase in member involvement in decision-making (marked by the active participation of all administrators in strategic forums), an increase in the intensity of communication and coordination between administrators, and an increase in operational efficiency reflected in the acceleration of administrative task completion and more transparent and accountable financial management. In addition, a more equitable distribution of roles contributes to increased organizational responsiveness to member needs and a strengthened sense of ownership among cooperative administrators and members. Theoretically, this study makes a significant contribution to the development of collaborative leadership literature by offering a conceptual integration between Co-Leadership and Behavioral Competence Transformation as behavioral mechanisms that explain the relationship between collective leadership structures and improved team performance. This study expands the study of shared leadership by emphasizing that the effectiveness of Co-Leadership is not only determined by role distribution, but also by behavioral competency transformation that includes aspects of communication, collective decision-making, and conflict resolution. These findings enrich the academic discourse by providing a contextualized behavior-based model in community-based cooperative organizations, which was previously limited in the literature.
Co-Authors Aprelia Nur Kumalasari Devi Febrianti Imran Syah Ira Megasyara Minullah Minullah Nuning Nurna Dewi