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All Journal INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW (IJOSPL)
Agustian Budi Prasetya
Universitas Pelita Harapan
Humanities Decision Sciences, Operations Research & Management Education Law, Crime, Criminology & Criminal Justice

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Did Transformational Leadership Elitist and Antidemocratic? A Literature Review Agus Purwanto; Sekundina Wiliana Kusumaningsih; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.1

Abstract

In this study we aim to explore and determine whether transformational leadership is elitist and anti-democratic. The purpose of writing this article is to conduct a systematic literature review on 6 (six) articles of leadership models from reputable international journals. The method used is a systematic literature review of 6 articles published in reputable international journals that discuss leadership models in secondary and higher education institutions in education 4.0 era. The results of the systematic literature review show that the leadership models of transformational that have a positive and significant effect on the performance of educational institutions. In order to see the link with transformational leadership, organize a literature review to locate relevant literature and extract knowledge about elitism and democratic leadership. Transformational leadership is not elitist and anti-democratic. It’s empowering the employee to encouraging inspiration, idealized power, intellectual stimulation and individual judgment. It engages workers through participatory, support for new ideas and a substantial degree of flexibility and autonomy for be pro-active and take risks, also rely heavily on communication and relationships. This research only to find out whether transformational leadership is indeed elitist and anti-democratic based on a literature review and for empirical evidence further study is needed. The relation between transformational leadership and member responses to organizational change has been empirically validated by numerous studies
Elitical And Antidemocratic Transformational Leadership Critics: Is It Still Relevant ? ( A Literature Study) Masduki Asbari; Priyono Budi Santoso; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.10

Abstract

This paper aims to analyze the statements of Bass & Riggio (2006) regarding criticisms of the transformational leadership style which is often considered elitist and anti-democratic. Is the Transformational Leadership style still relevant to today's increasingly dynamic era with the increasing complexity of the organizational environment. With the analysis model using literature study methods from several relevant journals, the results of the analysis show that there is still a strong relevance between transformational leadership patterns and the company's desire to innovate. Transformational leadership is able to maintain continuous and sustainable organizational innovation. Making organizations more agile is also discussed in this article as an antecedent of organizational innovation.
A Literature Review: Is Transformational Leadership Elitist and Antidemocratic? Fredson Kotamena; Pierre Senjaya; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.15

Abstract

In this study we aim to explore and determine whether transformational leadership is elitist and anti-democratic. In order to see the link with transformational leadership, we organize a literature review to locate relevant literature and extract knowledge about elitism and democratic leadership. Researcher found transformational leadership is not elitist and anti-democratic. It’s empowering the employee to encouraging inspiration, idealized power, intellectual stimulation and individual judgment. It engages workers through participatory, support for new ideas and a substantial degree of flexibility and autonomy for be pro-active and take risks, also rely heavily on communication and relationships. This research only to find out whether transformational leadership is indeed elitist and anti-democratic based on a literature review and for empirical evidence further study is needed. The relation between transformational leadership and member responses to organizational change has been empirically validated by numerous studies.
A Literature Review: Does Transformational Leadership impact and Effective in the Public Bureaucratic Otto Berman Sihite; Carter Bing Andika; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.16

Abstract

There is comprehensive literature in the public sector on the management of organizational change. Recent studies, however, have shown that due to transformative leadership, the particular context of public organizations may have implications for the organizational change of management. This research explores the effect of transformative leadership in relation to creative actions in order to create a successful corporate culture. Approaches to institutional change and direct supervisors' transformative leadership contribute to the successful adoption of organizational change in public organizations, and to what degree the public organizations' bureaucratic framework allows the implementation of organizational change unique. The application of transformative leadership in a public corporation is analyzed using the leader's direct questions. The findings suggest that with both expected and evolving transition strategies, bureaucratic institutions can successfully adopt transformational leadership. The contribution of transformational leadership depends on the style of approach to change and the nature of the organization.
TRANSFORMATIONAL LEADERSHIP FOR ENTERING INDUSTRIAL REVOLUTION 4.0 AS COMPARED WITH HUMANE LEADERSHIP AND “U” THEORY Leo Hutagalung; AGUS PURWANTO; Agustian Budi Prasetya; Rudy Pramono
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.20

Abstract

In the beginning of the first twenty years of the 21st century, environmental changes have presented a great challenge for organizational leaders. Demands from within the organization, both individuals, groups, or unions, continued with external pressure organizations require a leader must be able to respond to changing environmental challenges. Humane Leadership described by Gallo and Hlupic (2019) that leadership must move quickly from the level of 1.2.3 to the level of 4 or 5, is an expression that emphasizes the views of experts on transformational leadership so that organizations can survive and develop in era Industrial Revolution 4.0. “U”-Theory introduced Otto Scharmer is a method of change that can be applied in transformational leadership based on self-awareness or contemplation, to release current concessions in total, then move forward creation with a new prototype, until the realization of something new.
The Five Leadership Style in Time of Pandemic Covid-19 throughout Industrial Revolution 4.0 as compared to Humane Leadership Leo Hutagalung; AGUS PURWANTO; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 1 No. 1 (2020): December 2020
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v1i1.21

Abstract

Covid-19 has create a confusion among organizations that leaders without any preparation must focus their attention to the kind of leadership which suitable to the pandemic condition. Leadership must have competence to handle a new problem so that leadership must be explicitly mastered. Leaders must master the lead methods, especially influencing subordinates to work optimally even the conditions are affected by unpredicted circumstances. Even leaders must be able to prepare backup steps as contingencies on operational standards and procedures within the pandemic environment. The article is proposing 5-type of leadership that is comprehensive and exploring the necessary attentions which improve the quality of leadership throughout pandemic covd-19 as well as entering the industrial revolution 4.0. This combination of leaderships would be compared to the humane leadership by all means as resume the application.
Managing Employee Retention in Mergers and Acquisitions: A Systematic Review Yustisia Kristiana; Andry Panjaitan; Vasco A. H. . Goeltom; Agustian Budi Prasetya
INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW Vol. 2 No. 4 (2021): August 2021
Publisher : INTERNATIONAL JOURNAL OF SOCIAL, POLICY AND LAW

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.8888/ijospl.v2i4.75

Abstract

Start-ups are companies that focus on problem solving through innovation. Mergers and acquisitions (M&A) are one of the development methods used to achieve growth. People who work in start-ups do so because they want to be part of a business that is entrepreneurial. When this is acquired, it may conflict with the preferences held. The purpose of this article is to assess the efficacy of start-up acquisition as a strategy, the relationship between psychological ownership and employee retention, and the human resource model for the integration stage in the context of M&A transactions. This systematic review demonstrates that each chosen recruitment strategy has its own set of challenges, requiring each organization to assess its own strengths and weaknesses. Psychological ownership is positively related to employee retention in the company which is obtained through direct and mediating effects of employee commitment and involvement. The integration stage as the most complex stage and determines the success of mergers and acquisitions needs attention for organizations engaged in the start-up sector.
Co-Authors Agus Purwanto Carter Bing Andika Kotamena, Fredson Leo Hutagalung Masduki Asbari Otto Berman Sihite Panjaitan, Andry M. Pierre Senjaya Pramono, Rudy Santoso, Priyono Budi Sekundina Wiliana Kusumaningsih Vasco A. H. . Goeltom Yustisia Kristiana