The Covid-19 pandemic has hit many sectors in the world. To mitigate the plague, many countries have formulated a social distancing policy. The pandemic compels us to foster the use of technology to carry out daily activities. A very few articles explain how technology alters the way leaders communicate. Therefore, the objective of this research is to examine whether technology has an impact on leader communication patterns using Adaptive Leadership and Technological Determinism Theory. This research uses qualitative approach with literature review and interview as a means to collect and analyze data. Based on the current trend, there are some changes in leader communication patterns. Also, the author found that there is a gap in the adoption of technology between leaders and members of the organization. While leaders are prepared to change mindset and embrace digital practices, members are not well-prepared. They struggle to adjust to the new work environment and feel overworked and exhausted. To embrace the digital working environment, leaders need to solve the gap. We argue that the gap between the leaders and members can be addressed by enhancing or improving the way leaders and members interact. This is because to become a leader, one should engage in communication. We propose some principles about new ways of communication during the New Normal.
Penelitian ini berfokus pada film Crazy Rich Asians (2018) sebagai representasi antitesis akan konsep orientalisme yang dikritik oleh Edward Said. Metode penelitian yang digunakan adalah metode kualitatif dengan teknik analisis dramatistik pentad dari Kenneth Burke. Melalui penelitian ini disimpulkan bahwa bangsa Asia mampu merepresentasikan dirinya dalam perfilman Barat. Melalui film sebagai industri media yang efektif untuk menyebarkan pesan bahwa Singapura bukanlah bangsa yang terbelakang, biadab, eksotis, dan berbahaya serta adanya benturan kebudayaan antara Barat (occident) dan Asia (orient).
Social entrepreneurship is a part of the world of entrepreneurship which is a combination of conventional profit-oriented businesses with a movement that is oriented towards social change. Social entrepreneurship has the potential as a solution that creates innovation, solves social problems, as well as creates new, better social values. However, its new existence and its form which is a combination of the two opposing values is a big challenge for these business actors. One way that can be a bridge to answer this problem is through the right marketing communication strategy not only to find the right customers, but also to create loyalty in order to create a sustainable business ecosystem. Therefore, this study was conducted to examine the form of marketing communication strategies of social entrepreneurs in order to find the right form of strategy in maintaining customer loyalty. The approach taken is a descriptive qualitative methodology with in-depth interviews with several resource persons who are the founders or leaders of start-up Social Entrepreneurs. The results showed that the strategies implemented by start-up social entrepreneurs including DuAnyam, Wangsa Jelita & Sunkrisps were very diverse and mostly through digital channels. From this channel, they concocted various ways to keep customers loyal and get benefits from the social entrepreneur program.
The pandemic is forcing universities to carry out digital transformation simultaneously. However, the pandemic opened Pandora’s box revealing the fundamental weaknesses of universities that make them unprepared to adapt to changing times. However, the pandemic can be an opportunity to transform the entire workforce in universities so that their existence remains relevant. The critical factor in this transformation is the leader. Today’s leaders must change from traditional to digital. Digital leaders can be a catalyst for change to oversee digital transformation in universities. Therefore, this study intends to explain how the implementation of digital leadership in universities in Indonesia, especially since the world has been hit by a pandemic. The author uses the literature study method and interviews stakeholders in universities. The author finds that three fundamental challenges must be overcome: culture and mindset, human resource competence, and infrastructure. Higher education leaders must resolve these three challenges to ensure that digital transformation runs smoothly. The author argues that universities are still relevant to producing quality human resources and abilities according to the times. To maintain the relevance and role of universities, leaders need to implement changes holistically, starting by creating a holistic grand design, increasing human resource competencies, infrastructure development, developing a new mindset, creating progressive culture, to organizational restructuring.
The Film Censorship Institute (LSF) is an institution that has the authority to determine which films are allowed. LSF authority is contained in Government Regulation No. 18 of 2014, where they play a role in protecting the public from negative films that can affect the cultural perspective of the community. LSF adapts to the social and cultural norms that apply in society, so if we look at film censorship institutions in other countries, the scope of films allowed is also different. For example, in the United States, films featuring sexual scenes are permitted, while in Malaysia, they are not. Likewise, films with sexual nuances and extreme violence are not allowed in Indonesia. LSF has also banned the screening of several films because they are not under social rules and norms. However, the work carried out by LSF is rarely known by the public, ranging from their working methods and institutional leadership to how they carry out their work programs. With this background, the author wants to know and understand the practice of good governance in Indonesia Censorship Film Institution and how the transformative approach is taken to bring about change in the organization. This study will use a qualitative approach with data collection through the Focus Group Discussion (FGD) method and literature. The study found that transformative leadership accelerates changes in the LSF by creating innovations for better performance and making an inclusive work culture. This transformative leadership also tremendously affects how LSF implements good governance principles, and all indicators have been fulfilled. The relation and effect of transformative leadership and good governance are also discussed.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.