Transforming Strategic Leader Education for the 21st-Century Army

McCausland, Jeffrey D.; Martin, Gregg F.

doi:10.55540/0031-1723.2052

Cited by 18 publications

(1 citation statement)

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“…Globalization must be faced, addressed, and managed to produce positive outputs by improving the quality of the human resources (HR) of the Indonesian Navy through an educational process that is manifested through an educational transformation in Indonesian Navy educational institutions (Octavian, 2012). Educational Transformation, as happened in other countries such as the Canadian Forces (CF) and the United States (US) Army, which educates its officers in facing future challenges after the cold war (McCausland & Martin, 2001). The educational transformation discussed here is at the Naval Staff and Command School (Seskoal), which was initially an educational institution for the highest general development for TNI AL officers to become a postgraduate-level vocational education institution that organizes education for applied master programs in marine operations.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Transformational Leadership, Transactional Leadership and Lecturers’ Competence on the Performance of Naval Staff and Command School Lecturers Mediated by Motivation

Lazuardi,

Arafah,

Suharjo

2023

JOSR

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The purpose of this study was to analyze the performance of Seskoal lecturers by observing the influence of the aspects of Transactional Leadership, Transactional Leadership, Competence, and Motivation of the lecturers as mediating variables. The research was conducted within the scope of the Naval Staff and Command School with 105 respondents consisting of Seskoal lecturers and structural officials involved in teaching, training, and nurturing activities. The data obtained were analyzed using Structural Equation Model-Partial Least Square (SEM-PLS) software. The independent variables Transformational Leadership and Transactional Leadership were found to have no direct effect on performance. Instead, the independent variables Competence and Motivation positively and significantly affected performance. This argument is due to the fact that the performance dimension in the form of the Tridarma of Higher Education has yet to be widely understood. The working period of lecturers is generally short, so the impact of the transformation has yet to be felt. It is also very rare for transactions to occur in this performance. Variable influence. The effect of the independent variable Transformational Leadership also has no positive and significant effect on motivation as the dependent variable, whereas Transactional Leadership and Competence have a positive and significant effect on Motivation. This result shows that transactions will increase lecturers' motivation, and lecturers with high competence will automatically increase their motivation. Interestingly, the indirect effect, where motivation acts as an intervening variable, shows that there is no effect of Transformational Leadership on Performance through motivation. However, vice versa for the variables Transactional Leadership and Competence affect Performance through Motivation. This result shows that the effect of the transformation has not been felt directly or indirectly as explained otherwise, for transactions will increase motivation which indirectly increases performance and competence.

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Section: Introductionmentioning

confidence: 99%

The Influence of Transformational Leadership, Transactional Leadership and Lecturers’ Competence on the Performance of Naval Staff and Command School Lecturers Mediated by Motivation

Lazuardi,

Arafah,

Suharjo

2023

JOSR

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Learning organization dimensions of the Sri Lanka Army

Dahanayake

Gamlath

2013

The Learning Organization

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PurposeThis study intends to investigate the extent to which the Sri Lanka Army can be described as a learning organization.Design/methodology/approachThe main tool of analysis used was the Dimensions of the Learning Organization Questionnaire (DLOQ) developed by Marsick and Watkins, with the exclusion of the sections on financial and knowledge performance.FindingsUsing the DLOQ, the research found that the dimensions of a learning organization proposed by Marsick and Watkins are present in the Sri Lanka Army, although with some aberrations between different ranks.Research limitations/implicationsThe study was conducted without a directly connected dependent variable.Practical implicationsThis study shows how even a non‐profit‐oriented organization like the Sri Lanka Army can be informed from a concept like the learning organization, and indeed emphasizes the overarching need for a military organization to operate as a learning organization. Therefore, this research has reiterated the fact that the learning organization is a prescription that all organizations, even not‐for‐profit ones, should ardently pursue. The research also offers recommendations for improvements in the performance of the Sri Lanka Army by identifying certain weaknesses.Originality/valueBy initiating the use of the DLOQ in the Sri Lankan as well as a military context, the study has opened the doors for administering the DLOQ and similar tools for measuring the extent of organizational learning and the presence and strength of learning organizational characteristics in Sri Lanka.

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Strategic Leadership in the Transformation Age

Kidd¹

2002

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Transforming Strategic Leader Education for the 21st-Century Army

Cited by 18 publications

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The Influence of Transformational Leadership, Transactional Leadership and Lecturers’ Competence on the Performance of Naval Staff and Command School Lecturers Mediated by Motivation

The Influence of Transformational Leadership, Transactional Leadership and Lecturers’ Competence on the Performance of Naval Staff and Command School Lecturers Mediated by Motivation

Learning organization dimensions of the Sri Lanka Army

Strategic Leadership in the Transformation Age

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