The Situational Leadership Behavior, Organizational Culture and Human Resources Management Strategy in Increasing Productivity of Private Training Institutions

Abstract

This study aims to analyze the relationship of situational leadership behavior with the organizational culture; the influence of situational leadership behavior and organizational culture on implementation of human resource management strategies; the effect of the implementation of the strategy of human resource management on productivity; the influence of situational leadership behavior, organizational culture and the implementation of human resource management strategies on the productivity of private vocational training institutes. While the type of research are descriptive and verificative using explanatory survey. The data collection is done using questionnaires, documentation and interviews, while the sampling technique used a Likert Summated Rating. The unit of analysis is the field of operation and delivery of training services and fields of administration. Data analysis is using path analysis. The results showed that the situational leadership behaviors significantly correlated with the organizational culture; the situational leadership behavior and organizational culture have a significant effect simultaneously and partially on the implementation of human resource management strategies in private vocational training institutions; the implementation of human resource management strategies have a significant effect on productivity improvement of private vocational training institutions; the situational leadership behavior, organizational culture and the implementation of human resource management strategy that have a significant effect simultaneously and partially to the increased productivity of private vocational training institutions in North Sumatera province.

Self-evaluation and evaluation of nursing leaders’ Leadership Styles

“…Therefore, the leaders are agents for transformation and need to work hard with their subordinates training them in their job positions, so that they can perform autonomously, solve conflicts, and make decisions ( 22 - 24 ) , thus managing to empower them in the assigned and delegated activities ( 9 , 23 - 24 ) . The aforementioned would promote the subordinates to be labeled as leaders ( 25 ) of their own process in providing direct quality care.…”

Business Owner’s Perspective on Strategic Execution, Technological Transformation, Competitiveness Potential, and Services Level on the Implementation of Strategic It Alignment

“…The research entitled Evaluation of the Strategy Execution Implementation in the MSME Empowerment in Bank Indonesia, by Pasaribu (2015). His research aims to see the importance of the SMEs empowerment role on the economy, it is necessary to evaluate the translation process and the strategy execution, and analysis of the factors which cause the strategy execution process for the MSME task is not in accordance with the concept of Strategy and Performance Execution (SPEx2).…”

Fusion leadership: A transcultural interpretation and application

“…When East meets West, there is a fusion of ‘rich’ leadership practices that embraces context sensitivity and reflexivity in cross-cultural management. However, leadership practices cannot be isolated from leaders’ virtues and skills or means to be able to judge the response or practice needed to attend to followers’ contexts in an effort to guide or help followers and to understand them (Pasaribu, 2015; Schermerhorn and Bachrach, 2015). Below we present two facilitators drawn from Eastern and Western traditions that can promote skills, practices and virtues for fusion leadership, guiding leaders in choosing the right fusion cuisine and ingredients for their fusion leadership in a context-/culture-sensitive manner.…”