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Journal of Leadership in Organizations
Published by Universitas Gadjah Mada
ISSN : 26568829     EISSN : 26568810     DOI : https://doi.org/10.22146/jlo.72665
Core Subject : Science, Social,
Decision Sciences, Operations Research & Management Social Sciences
Journal of Leadership in Organizations (JLO), with registered number ISSN 2656-8829 (Print) and ISSN 2656-8810 (Online), is a peer-reviewed journal published twice a year (March and August) by the Center for Leadership Studies, Department of Management, Faculty of Economics and Business, Universitas Gadjah Mada. JLO is intended to be the journal for publishing articles reporting the results of research on leadership and invites papers on the leadership topic in various contexts. JLO is nationally accredited (Sinta 2) by the Directorate-General for Research Strengthening and Development, the Ministry of Research and Technology, the Republic of Indonesia (Decree No. B/1796/E5.2/KI.02.00/2020). Furthermore, this journal has been indexed in: Directory of Open Access Journal (DOAJ) Garba Rujukan Digital (GARUDA) Google Scholar Directory of Open Access scholarly Resources (ROAD) Accredited in SINTA 2
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Perilaku Organisasi dan Menejemen Sumber Daya Manusia
Articles 84 Documents
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Exploring Shared Leadership in Village-Owned Enterprises: An Inductive Process of Organizational and Financial Value Creation Niki Puspita Sari; Helmi Muhammad
Journal of Leadership in Organizations Vol 8, No 2 (2026): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jlo.115341

Abstract

Main Objectives: Objectives: Identifying how shared leadership is formed and its impact on performance, particularly in relation to the performance of Village-Owned Enterprises (BUMDes) as unique organizations. Background Problems: Previous research is considered incomplete, as many additional factors likely influence shared leadership, the elements shared, and their benefits. Novelty: This study addresses this gap by providing diverse and comprehensive findings across various locations, with a specific focus on Village-Owned Enterprises (BUMDes). Research Methods: We used a qualitative approach by interviewing 12 informants from BUMDes and their affiliated companies. We ensured data validity, reliability, and credibility through triangulation before further analysis. We used leadership theory and inductive analysis to determine first-level categories, second-level themes, and third-level theoretical dimensions. Finding/Results: This study develops an inductively derived process model showing that shared leadership in village-owned enterprises emerges through the interaction of individual readiness, team readiness, and organizational support. Shared leadership is realized not only through formal authority but also through collaborative decision-making, shared coordination, and collective learning, which collectively strengthen team effectiveness, organizational performance, and financial performance. Conclusion: This study identified significant potential in shared leadership, bringing new insights into its consequences and highlighting its benefits for village-owned organizations.
Leadership as Bounded Agency: An Integrative Framework of Organizational Constraints Januari Ayu Fridayani; Stephanus Eri Kusuma
Journal of Leadership in Organizations Vol 8, No 2 (2026): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jlo.117312

Abstract

Main Objectives: Leadership research remains dominated by leader-centric perspectives that treat organizational context as a backdrop rather than as constitutive of leadership action. This article develops an integrative framework conceptualizing leadership as bounded agency enacted within an organizationally constituted space of action. Background Problems: Behavioral decision research and organization theory each explain one source of boundedness while holding the others constant, and the two literatures rarely engage one another. No account specifies how cognitive and organizational constraints combine. Novelty: We integrate leaders’ cognitive and interpretive constraints with knowledge, institutional, and governance constraints, and derive interaction propositions specifying how their joint configuration, rather than either set alone, constitutes the leader’s space of action. Research Methods: A theory-synthesis conceptual review drawing on 40 substantive sources across four constraint domains, selected for their contribution to framework development and analyzed through structured mechanism mapping. Finding/Results: The framework specifies five domain mechanisms and two interaction mechanisms. Where constraints bind simultaneously their effects are non-additive: competing evaluative criteria contract the choice set faster than either constraint alone predicts, and joint knowledge and legitimacy pressure produces symbolic coordination, meaning visible integration activity that leaves knowledge boundaries unresolved. Conclusion: Leadership is best understood as bounded agency constituted through interacting organizational constraints rather than through individual capacity. The framework shifts analysis from normative effectiveness toward the mechanisms and configurations that shape what leadership can be.
Exploring the Global Landscape of Spiritual Leadership in Organization: A Cross-Context Systematic Literature Review Willson Gustiawan
Journal of Leadership in Organizations Vol 8, No 2 (2026): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jlo.117352

Abstract

Main Objectives: Spiritual leadership (SL) has emerged as a values-based leadership paradigm that promotes ethical behavior, employee well-being, and sustainable organizational performance. However, existing evidence remains fragmented across organizational contexts. This study develops a context-contingent theoretical synthesis of spiritual leadership. Background Problems: Previous studies primarily examine the direct effects of SL while providing limited explanation of the mechanisms and contextual conditions through which its outcomes emerge. This study asks: How does spiritual leadership operate across organizational contexts, through which mechanisms does it influence organizational outcomes, and under what contextual conditions are these mechanisms strengthened or constrained? Novelty: This study proposes a context-contingent theoretical synthesis that integrates fragmented evidence into a coherent explanatory framework. Research Methods: Following the PRISMA 2020 guidelines, we conducted a systematic literature review of 19 valid peer-reviewed studies retrieved from the Dimensions database, using thematic synthesis and cross-context comparative analysis. Findings/Results: Spiritual leadership consistently operates through organizational and psychological mechanisms that strengthen organizational culture, trust, engagement, and well-being, leading to innovation, resilience, organizational citizenship behavior (OCB), and sustainable performance. These mechanisms vary across organizational and socio-cultural contexts. Conclusion: Spiritual leadership is best understood as a context-contingent leadership process. The proposed Context-Contingent Spiritual Leadership Framework offers a stronger theoretical foundation for future research and context-sensitive leadership practice.
Democratic Entrepreneurial Leadership: A Conceptual Framework for Navigating Hybridity in Cooperative Organizations Boyke Rudi Purnomo
Journal of Leadership in Organizations Vol 8, No 2 (2026): Journal of Leadership in Organizations
Publisher : Universitas Gadjah Mada

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22146/jlo.117983

Abstract

Main Objectives: Cooperative organizations face a critical paradox: requiring entrepreneurial agility for market survival while operating under democratic governance constraints. This topic is increasingly relevant as cooperatives emerge as vital instruments for achieving Sustainable Development Goals. Background Problems: While Entrepreneurial Leadership (EL) catalyzes innovation in conventional firms, its application within cooperative contexts remains undertheorized. How does entrepreneurial leadership manifest and function within the democratic and social constraints of cooperative organization? Novelty: This paper proposes a novel, contextualized EL framework reconciling entrepreneurial agility with cooperative democracy. Unlike standard EL models that rely on unilateral decision-making, the DEL framework advances existing theory by replacing top-down authority with participatory opportunity recognition and consensual risk management, making it uniquely suited for member-owned governance. Research Methods: Following conceptual theory-building methodology (Meredith, 1993), we conducted an integrative literature review systematically synthesizing entrepreneurial leadership, cooperative governance, and institutional theory literature across major databases (Scopus & Web of Science) from 2000 to 2026. Finding/Results: We propose the Democratic Entrepreneurial Leadership (DEL) Framework comprising participatory opportunity recognition, consensual risk management, and empowering influence, operating through the mediating mechanisms of member engagement, innovation, and social capital accumulation. Conclusion: DEL provides a theoretical foundation for leaders to achieve both economic resilience and sustainable development in cooperatives. The framework offers actionable guidance for practitioners and policymakers seeking to strengthen cooperative ecosystems in emerging economies, demonstrating that entrepreneurial agility and democratic governance can be synergistic rather than contradictory.

Page 9 of 9 | Total Record : 84

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