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Nur Achriaty Achmar
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PENERAPAN GAYA KEPEMIMPINAN DEMOKRATIS PADA INSTALASI BEDAH CENTRAL DI RUMAH SAKIT LATEMMAMALA SOPPENG Nur Achriaty Achmar; Nurmilasari; Puji Rahmah; Asmini
Journal of Golden Generation Abdimas Vol. 2 No. 1 (2026): Maret 2026 : Journal of Golden Generation Abdimas
Publisher : PT. Lembaga Penerbit Penelitian Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65244/jgga.v2i1.531

Abstract

Kegiatan pengabdian kepada masyarakat ini bertujuan untuk meningkatkan kualitas layanan dan kinerja organisasi RS Latemmamala Soppeng melalui penerapan gaya kepemimpinan partisipatif, serta menganalisis pengaruhnya terhadap kepuasan kerja pegawai. Metode yang digunakan adalah kuantitatif deskriptif dengan teknik survei melalui wawancara kepada pegawai dan tenaga kesehatan. Tahapan kegiatan meliputi persiapan dan koordinasi, penyusunan materi sosialisasi, pelaksanaan workshop kepemimpinan partisipatif, evaluasi, hingga penyusunan laporan akhir. Target kegiatan adalah meningkatnya pemahaman pegawai tentang konsep kepemimpinan partisipatif, terjalinnya hubungan kerja sama yang lebih efektif antara pimpinan dan pegawai, peningkatan motivasi dan rasa memiliki terhadap rumah sakit, serta terbukanya peluang pengembangan karir pegawai. Diharapkan kegiatan ini dapat memberikan kontribusi nyata dalam meningkatkan efektivitas kepemimpinan dan kualitas pelayanan kesehatan di RS Latemmamala Soppeng.
PENDAMPINGAN PENERAPAN TRANSPARANSI DAN AKUNTABILITAS NON-FINANSIAL BUMDES BERBASIS DASHBOARD LAPORAN KINERJA DAN LAYANAN PUBLIK A. Jenni Indriakati; Nur Achriaty Achmar; A. Zulkifli Nusri; Asnia Minarti; Umar
Journal of Golden Generation Abdimas Vol. 2 No. 1 (2026): Maret 2026 : Journal of Golden Generation Abdimas
Publisher : PT. Lembaga Penerbit Penelitian Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65244/jgga.v2i1.532

Abstract

BUMDes memegang peran penting dalam penguatan ekonomi desa, namun tantangan yang sering muncul adalah keterbatasan sistem pelaporan non-finansial (kinerja layanan, kualitas program, dampak sosial, kepuasan masyarakat, dan tata kelola) yang mudah dipahami publik. Kondisi ini dapat menurunkan kepercayaan sosial dan menyulitkan pengambilan keputusan berbasis data. Kegiatan pengabdian ini bertujuan mendampingi BUMDes dalam menerapkan transparansi dan akuntabilitas non-finansial melalui penyusunan indikator kinerja, SOP pelaporan, serta pengembangan dashboard sederhana yang menampilkan capaian kinerja dan layanan publik secara periodik. Metode pelaksanaan meliputi: (1) asesmen awal kebutuhan dan kesiapan data; (2) penyusunan indikator kinerja non-finansial dan format laporan; (3) pelatihan pengelola BUMDes; (4) pembangunan dan uji coba dashboard; (5) pendampingan pengisian data dan publikasi ringkasan informasi; serta (6) evaluasi pemahaman dan keberterimaan sistem. Hasil kegiatan menunjukkan terbentuknya dokumen indikator kinerja non-finansial, SOP dan template pelaporan, serta dashboard yang dapat digunakan untuk monitoring internal dan transparansi publik. Peserta (pengurus BUMDes, perangkat desa, dan perwakilan masyarakat) menunjukkan peningkatan pemahaman mengenai transparansi dan akuntabilitas, serta kemampuan mengoperasikan dashboard untuk input dan rekap laporan bulanan. Rekomendasi tindak lanjut meliputi penguatan disiplin input data, penetapan jadwal publikasi informasi, dan integrasi layanan pengaduan/aspirasi masyarakat.
IMPLEMENTATION OF DEMOCRATIC LEADERSHIP STYLE IN THE PHARMACY INSTALLATION AT LATEMMAMALA HOSPITAL, SOPPENG Andi Jenni Indriakati; Nur Achriaty Achmar; Rudy; Puji Rahmah
Journal of Golden Generation Abdimas Vol. 2 No. 2 (2026): Juni 2026 : Journal of Golden Generation Abdimas
Publisher : PT. Lembaga Penerbit Penelitian Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65244/jgga.v2i2.672

Abstract

This study aims to introduce and implement a visionary leadership style in the Pharmacy Installation of RSUD Soppeng as an effort to improve staff performance and rebuild staff trust. Visionary leadership emphasizes long-term vision, innovation, and the leader’s ability to inspire and motivate staff to work toward shared goals. The target of this activity was the staff of the Pharmacy Installation at RSUD Latemmamala, who experienced a decline in overall trust due to leadership perceived as lacking firmness in directing the team. The methods employed included direct observation through workplace interactions, interviews with the head and staff of the Pharmacy Installation, and direct observation of real working conditions within the hospital environment. The proposed activities consisted of obtaining permission to conduct the program, organizing workshops or socialization sessions on the application of visionary leadership to support improvements in pharmaceutical service quality, documenting all stages of the activity, and preparing a comprehensive report containing observations, analysis, constraints, and recommendations for future activities. Overall, the results indicate that visionary leadership is highly effective in a dynamic work environment such as the Pharmacy Installation of RSUD Soppeng. The findings reveal a strong relationship between the implementation of visionary leadership and improvements in staff discipline, responsibility, and professionalism. Thus, the leader’s ability to clearly communicate a shared vision and inspire subordinates is a key factor in building a solid pharmacy team that is adaptive to change and oriented toward improving the quality of patient services at RSUD Soppeng.
Co-Authors A. Jenni Indriakati A. Zulkifli Nusri Andi Jenni Indriakati Asmini Asnia Minarti Nurmilasari Puji Rahmah Rudy Umar