The transformational leadership style in higher education has four indicators carried out by the rector. These indicators include exemplary attitudes, inspiring motivation, intellectual stimulation and the rector's consideration for lecturers. Practically, the purpose of this article is to find out how the rector provides examples, inspires motivation and individual considerations in improving the performance of lecturers at Muhammadiyah universities. The operational research method uses a qualitative approach with a phenomenological case study design. Data collection activities were carried out by means of observation, interviews with informants, and extracting information from documents. To ensure the validity of the research data, several methods are used, namely credibility, transferability, dependability and confirmability. The results of the study explain that transformative leadership in Muhammadiyah universities objectively has provided an example with several things that are applied in attitudes, ideas, behavior and performance. While motivation is carried out by the Chancellor of the lecturers in several ways, namely through behavior, technical ability, supervision and policy. In stimulating the intellectuals of lecturers in several ways, namely to think modern and relevant, think forward and continue to make changes as well as productive, innovative, creative in carrying out tasks and performance. In individual consideration, the Chancellor is more humane towards lecturers, both in the work environment and in the community.
The large number of lecturers in Indonesia is clear evidence that there is still a large number of people who choose lecturers as their profession and career. So that the career of a lecturer in a university requires serious and professional management. One of the lecturers' career management processes in tertiary institutions can be done with career management. The purpose of this study has concrete objectives, namely to identify and describe the planning, development and career decision-making processes of lecturers at Muhamamdiyah university in the Covid-19 Pademi Era. The research method used a qualitative approach with a case study design at UM Jember with data collection techniques through interviews, observation and documentation. Lecturer career management at the University of Muhammadiyah during the Covid-19 pandemic includes several stages, namely career planning, career development and career decision making. Each of these stages has an operational process with its own methods and objectives. In lecturer career planning, it is divided into two, namely individual and organizational career planning which consists of several processes, namely the planning phase, the briefing phase, the development phase and the evaluation phase. Of all the stages of career management during the Covid-19 pandemic above, starting from planning, development and decision making, it is not much different from the conditions before the pandemic. But what distinguishes it is in terms of the career development method which in its implementation uses an online system with virtual methods, geogle meet and room zoom.
To maintain the existence and sustainability of higher education institutions requires a leader, namely a chancellor who is able to seize opportunities and read situations that are challenges far ahead, so that a chancellor has an important and strategic role in managing the institution. in the context of leadership that aims at the direction of rapid progress and change is transformational. So that the leadership style is very relevant to be used as a basis and studied scientifically. Practically in this article, it will be explained about the transformational leadership of the rector in the Nahdlatul Ulama tertiary institution which substantially examines how the rector provides exemplary, motivational, intellectual stimulation and consideration with subordinates in the higher education environment. The research method uses a qualitative approach with a case study model at Nahdlatul Ulama University. As for data collection techniques using observation, documentation and interviews. As for the data analysis using the preposition technique between the findings and the theory used. The results of the research explain that the transformational leadership of the rector in private tertiary institutions includes 1) exemplary which is manifested through uswah hasanah, morals, work and work ethic, 2) motivation is carried out in two ways, namely orally and in writing, while the mechanism is carried out through formal and non-formal forums. formal, 3) stimulation carried out by the chancellor by giving itibar or inspirational stories to work well and sincerely to advance the Institution, while 4) consideration is carried out through humane relations with all elements within the Institution by prioritizing kinship and mutual care, compassion and care.
The impact of the COVID-19 pandemic certainly demands that everyone and educational institutions be creative and innovative and rise from adversity in the education, health and economic sectors. As for efforts to revive the economic sector during the pandemic and welcome the new normal, joint efforts are needed to generate both macro and micro economies such as UMKM, home industries and other creative economies in society. The solution that can be taken in overcoming the economic crisis from the impact of COVID-19 is to empower UMKM in the community and carry out interprenuership social movements. This is as has been done by Islamic boarding schools by carrying out several entrepreneurial activities to provide knowledge, skills, skills, mentality and instill a spirit of independence among students. This can go well, of course, cannot be separated from the role of the leader in it who motivates, moves, evaluates and makes strategic efforts. In this study using a qualitative method with a case study approach by extracting primary and secondary data with interviews, observation and documentation. Practically, the results of this research show that the role of the kyai in providing motivation is carried out in several varied methods according to the situation and conditions. As for how to move students, it is done by enabling leadership and structure, while the evaluation is carried out directly or indirectly with a practical approach. Practically, efforts to increase entrepreneurship are carried out through education, training, field studies, discussions, tutorials and expert lectures. Substantively in increasing entrepreneurship, the role of institutional leaders is needed in coordinating, mobilizing, motivating and evaluating with applicable examples.
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