Article Per Year (5 Year)
p-Index From 2021 - 2026
0.408
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This Author published in this journals
All Journal International Journal of Economics, Management and Accounting
Nuri Herachwati
Airlangga University
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Transformational Leadership and Bureaucratic Reform in the Ministry of Religious Affairs Wincoko Wincoko; Fiona Niska Dinda Nadia; Nuri Herachwati; Windijarto Windijarto; Mohammad Fakhruddin Mudzakkir
International Journal of Economics, Management and Accounting (IJEMA) Vol. 3 No. 10 (2026)
Publisher : Lafadz Jaya Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47353/ijema.v3i10.411

Abstract

Bureaucratic reform is a strategic agenda of the Indonesian government aimed at establishing effective, efficient, transparent, accountable, and public service-oriented governance. Its implementation is influenced not only by formal policies and organizational systems but also by leadership capacity to mobilize employees and manage organizational change. This study examines how transformational leadership may support bureaucratic reform within the Ministry of Religious Affairs through a Systematic Literature Review (SLR) guided by PRISMA 2020. Literature was searched in Scopus, Google Scholar, ProQuest, and ScienceDirect for studies published from 2010 to 2025 and synthesized thematically. Ten studies met the stated inclusion criteria. The reviewed evidence comprised one study directly examining the Ministry of Religious Affairs and nine studies addressing broader public-sector, government, or local-government contexts. Across these studies, transformational leadership was associated with shared vision, employee motivation and commitment, innovation, organizational learning, public-service orientation, and organizational resilience. The four dimensions of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration provide a useful framework for understanding these mechanisms. However, the evidence also indicates that leadership does not operate independently of organizational culture, employee competencies, resources, digital infrastructure, communication, and institutional arrangements. Resistance to change and weak organizational support may constrain reform outcomes. The findings therefore suggest that transformational leadership is a relevant organizational mechanism for bureaucratic reform, while conclusions specific to the Ministry of Religious Affairs should be interpreted cautiously because most reviewed evidence comes from the broader public sector. Future empirical research should directly test these relationships across Ministry units.
Determinants of Faculty Performance in Private Higher Education: A Systematic Literature Review Anas Firman Adi; Fiona Niska Dinda Nadia; Nuri Herachwati; Windijarto Windijarto; Mohammad Fakhruddin Mudzakkir
International Journal of Economics, Management and Accounting (IJEMA) Vol. 3 No. 10 (2026)
Publisher : Lafadz Jaya Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47353/ijema.v3i10.412

Abstract

Faculty performance in private higher education is a multidimensional outcome shaped by organizational conditions, job demands, individual resources, and the psychological and behavioral mechanisms linking these factors. This study systematically synthesizes recent evidence on the determinants, mediating mechanisms, moderating conditions, and research directions associated with faculty performance in private higher education. The review follows the PRISMA 2020 reporting framework and covers literature published from 2020 to 2026. The search strategy was broadened to include lecturer performance, faculty performance, academic productivity, private higher education, workload, leadership, organizational culture, motivation, competence, supervisor support, work–life balance, organizational commitment, job satisfaction, psychological capital, compensation, career development, and related terms. Twenty studies were retained for the evidence synthesis, with particular attention to private-university samples and mixed public–private higher education samples. The evidence matrix shows that leadership, organizational culture, competence, workload, motivation, institutional or supervisor support, commitment, and job satisfaction recur as important antecedent domains. Several studies also identify mediation through commitment, satisfaction, organizational citizenship behavior, engagement, work–life balance, or compensation. The evidence further indicates that findings from private institutions cannot be assumed to generalize directly to public universities. The review integrates Job Demands–Resources Theory, Social Exchange Theory, and Positive Organizational Behavior to explain how demands, resources, and psychological mechanisms jointly shape performance. The study concludes with a context-sensitive research agenda emphasizing longitudinal, multilevel, mixed-methods, and comparative designs.
Co-Authors Anas Firman Adi Fiona Niska Dinda Nadia Mohammad Fakhruddin Mudzakkir Wincoko Wincoko Windijarto Windijarto