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All Journal Journal of Leadership in Organizations International Journal of Community Service
Halimatussakdiah Halimatussakdiah
Universitas Syiah Kuala
Religion Humanities Decision Sciences, Operations Research & Management Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Public Health Social Sciences Other

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The Change Has Come: How Transformational Leadership Makes Change Transition Successful in Islamic Banks? Irma Suryani; Halimatussakdiah Halimatussakdiah; Amri Amri; Muharam Alfaridzi; Riska Chayyara; Nidia Sofa; Khatijatusshalihah Khatijatusshalihah
Journal of Leadership in Organizations Vol 4, No 2 (2022): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (320.817 KB) | DOI: 10.22146/jlo.73318

Abstract

Introduction/Main Objectives: A major syariah regulation in Aceh province, Indonesia, has forced conventional banks to terminate their operation in the region, and following that Islamic Banks particularly in Aceh become popular and grow significantly. As a result Bank’s operational management has changed in Aceh province. Background Problems: As anticipated, uncertainty, confusion and insecurity impacted employee performance Novelty: Transformational leadership has long been associated with change process, therefore this research tried to validate the notion with the case of Islamic Banks in Indonesia particularly in Aceh Province which has never been studied before Research Methods: This research was conducted using quantitative approach, data were collected using online questionnaires from 135 active employees in Islamic Syariah Banks and hypothesis were then tested using SEM. Finding/Results:The results show that transformational leadership significantly affects job performance during the change process at Islamic Banks in Aceh Province and self-efficacy mediates the relationship Conclusion: The study confirms that transformational leadership does affect job performance during the change process.
Community Service: Entrepreneurship And Cultural Collaboration To Improve The Quality Of University Evi Mutia; Iskandarsyah Madjid; Noor Azuddin Yakob; Jhon Andra Asmara; Ratna Mulyany; Fazli Syam BZ; Farid Farid; Ade Irma Suryani; Halimatussakdiah Halimatussakdiah; Ahmad Nizam; Chenny Seftarita; Bambang Bambang
International Journal Of Community Service Vol. 3 No. 4 (2023): November 2023 ( Indonesia - Republik Demokratik Timor Leste - Malaysia - USA -
Publisher : CV. Inara in Colaboration with www.stie-sampit.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.51601/ijcs.v3i4.227

Abstract

This community service carries the theme of entrepreneurship and cultural collaboration, which aims to improve the quality of universities. Universities act as centers of academic learning and as agents of positive transformation and foster an entrepreneurial mindset among their students. This activity was carried out by the Faculty of Economics and Business, Universitas Syiah Kuala, in collaboration with the Graduate School of Business, Universiti Kebangsaan Malaysia. Using Service Learning (SL) and Partnership/Collaboration methods, this program combines entrepreneurship and cultural collaboration, providing a holistic approach to university engagement. Entrepreneurship education has gained significant recognition as a catalyst for innovation, economic growth, and job creation. Cultural collaboration, in parallel, underscores the importance of preserving and celebrating cultural diversity while fostering cross-cultural understanding, which in this program is carried out by rebranding the university in particular and Aceh in general. As the university grows, its commitment to community service remains a cornerstone of its mission to create a better, more inclusive, and culturally enriched society. Future initiatives could explore deeper aspects, such as innovation and sustainable collaboration strategies.
Co-Authors Ade Irma Suryani Ahmad Nizam Amri Amri Bambang Bambang Chenny Seftarita Evi Mutia Farid Farid Fazli Syam BZ Irma Suryani Iskandarsyah Madjid Jhon Andra Asmara Khatijatusshalihah Khatijatusshalihah Muharam Alfaridzi Nidia Sofa Noor Azuddin Yakob Ratna Mulyany Riska Chayyara