Kepemimpinan Transformasional dan Implikasinya pada Pembentukan Budaya Jujur di Sekolah
DOI:
https://doi.org/10.32533/02206.2018Keywords:
kepemimpinan transformasional, organisasi pendidikan, budaya sekolahAbstract
Studi ini menjelaskan kepemimpinan transformasional dengan berbagai dimensinya yang memiliki pengaruh besar pada pembentukan budaya jujur pada lembaga pendidikan. Tujuan dari penelitian ini adalah memberikan konstruksi konseptual tentang kepemimpinan trasformasional dan pentingnya kepemimpinan trasformasional dengan semua dimensi yang dimilikinya dalam sebuah organisasi khususnya di lembaga Pendidikan. Selanjutnya melihat bagaimana bentuk konseptual kepemimpinan ini pada sebuah sekolah yang telah dikenal sebagai sekolah jujur di Aceh. Kelima dimensi kepemimpinan trasformasional tersebut adalah Idealized influence (attributed), Idealized influence (behavior), Inspirational motivation, Intellectual stimulation, Individualized consideration. Kajian konsep diharapkan dapat menjadi dasar pijakan untuk pengembangan dan pembiasaan prilaku jujur pada sebuah organisasi khususnya lembaga Pendidikan. Sementara implementasi model kepemimpinan di sekolah yang dipilih ini dapat menjadi contoh untuk mengembangkan budaya jujur di sekolah lain di tanah air.References
Anderson, M. 2017. “Transformational Leadership in Education: A Review of Existing Literature.” International Social Science Review 93 (1): 4.
Antonakis, J., B. J. Avolio & N. Sivasubramaniam. 2003. ”Context and Leadership: An Examination of the Nine-factor Full-range Leadership Theory Using the Multifactor Leadership Questionnaire.” The Leadership Quarterly 14 (3): 261-295.
Avolio, B. J., W. Zhu, W. Koh & P. Bhatia. 2004. “Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance.” Journal of Organizational Behavior 25 (8): 951-968.
Barfort, S., N. Harmon, F. Hjorth & A. L. Olsen. 2015. “Sustaining Honesty in Public Service: The Role of Selection”. Working Paper. August 2018 Version.
Bass, B. M. 1997. “Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?” American psychologist 52 (2): 130.
Bass, B. M. & B. J. Avolio. 1993. “Transformational leadership and organizational culture.” Public administration quarterly 17 (1): 112-121.
Bass, B. M., B. J. Avolio & J. Pointon. 1990. “The implicationsof transactional and transformational leadership for individual, team, and organizational development.” Research in Organizational Change and Development 4: 231–272.
Boamah, S. A., H. K. S. Laschinger, C. Wong & S. Clarke. 2018. “Effect of transformational leadership on job satisfaction and patient safety outcomes.” Nursing outlook 66 (2): 180-189.
Casida, J. J. & G. Pinto-Zipp. 2008. “Leadership-organizational culture relationship in nursing units of acute care hospitals.” Nursing Economics 26 (1): 7.
Day, C., Q. Gu & P. Sammons. 2016. “The impact of leadership on student outcomes: How successful school leaders use transformational and instructional strategies to make a difference.” Educational Administration Quarterly 52 (2): 221-258.
Dewey, J. 1922. Human nature and conduct: An introduction to social psychology. New York: The Modern Library.
Geertz, Clifford. 1973. The Interpretation of Cultures. New York: Basic Books.
Gundlach, E., & M. Paldam. 2009. “The transition of corruption: From poverty to honesty.” Economics Letters 103 (3): 146-148.
Hacker, S. & T. Roberts. 2003. Transformational leadership: Creating organizations of meaning. ASQ Quality Press.
Heckman, Paul E. 1993. “School Restructuring in Practice: Reckoning with the Culture of School.” International Journal of Educational Reform 2 (3): 263-71.
Hetland, J., H. Hetland, A. B. Bakker & E. Demerouti. 2018. “Daily transformational leadership and employee job crafting: The role of promotion focus.” European Management Journal.
Jena, L. K., S. Pradhan & N. P. Panigrahy. 2018. ”Pursuit of organisational trust: Role of employee engagement, psychological well-being and transformational leadership.” Asia Pacific Management Review 23 (3): 227-234.
Judge, T. A. & J. E. Bono. 2000. “Five-factor model of personality and transformational leadership.” Journal of applied psychology 85 (5): 751.
Kam, C. C. S., M. T. Hue & H. Y. Cheung. 2018. “Academic dishonesty among Hong Kong secondary school students: application of theory of planned behaviour.” Educational Psychology 1-19.
Kelly, A. E., & L. Wang. 2012. “A Life without Lies: Can Living More Honestly Improve Health? (Presentation).” APA Annual Convention August 2-5, 2012 - Orlando, Florida.
Kromann Reumert. 2017. Denmark is The Least Corrupt Country in the World
Kuhnert, K. W. & P. Lewis. 1987. “Transactional and transformational leadership: A constructive/developmental analysis.” Academy of Management review 12 (4): 648-657.
Lisbona, A., F. Palaci, M. Salanova & M. Frese. 2018. The effects of work engagement and self-efficacy on personal initiative and performance.
Musau, P., & F. O. Boibanda. 2018. “Academic Dishonesty: A Kenyan Medical School Experience.” Global Journal of Medical Research.
Mungiu-Pippidi, A. 2013. Becoming Denmark: Historical Paths to Control of Corruption.
Purwana, D. 2015. The Effect of Transformational Leadership, Academic Culture and Organizational Health on Managerial Effectiveness: A Study of An Indonesian Public Higher Education Institution.
Robbins, Stephen P. 2001. Organizational Behavior. New Jersey: Prentice Hall International, Inc.
Rose-Ackerman, S. 2001. “Trust, honesty and corruption: Reflection on the state-building process.” European Journal of Sociology 42 (03): 526-570.
Schein, E.H. 1992. Organizational culture and leadership. second edition Jossey Bass Publishers San Fransisco.
Stolp, Stephen, and Stuart C. Smith. 1994. “School Culture and Climate: The Role of the Leader. OSSC Bulletin.” Eugene: Oregon School Study Council.
Tanzi, V. 1998. “Corruption around the world: Causes, consequences, scope, and cures.” Staff Papers 45 (4): 559-594.
Tepper, B. J., N. Dimotakis, L. S. Lambert, J. Koopman, F. K. Matta, H. Man Park & W. Goo. 2018. “Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective.” Academy of Management Journal 61 (4): 1343-1368.
Tjahjono, H. K. 2004. “Hubungan budaya organisasional, keefektifan organisasional dan kepemimpinan: telaah perspektif untuk riset.” KOMPAK 10: 132-148.
Walumbwa, F. O., A. Christensen-Salem, I. C. Hsu & E. Misati. 2018. “Creative self-efficacy and creative performance: Understanding the underlying mechanisms.” Academy of Management Proceedings. Briarcliff Manor, NY: Academy of Management.
Wiking, M. 2014. “The Happy Danes: Exploring the Reasons behind the High Levels of Happiness in Denmark.” Copenhagen: The Happiness Research Institute.
Yukl, G. 1999. “An evaluation of conceptual weaknesses in transformational and charismatic leadership theories.” The leadership quarterly 10 (2): 285-305.
Yussof, S. H., & S. Ismail 2018. “Academic Dishonesty Among Accounting Students in Malaysia.” Management & Accounting Review 17 (1).
Zubiaga, A. 2018. “Learning Class-specific Word Representations for Early Detection of Hoaxes in Social Media.” arXiv preprint arXiv:1801.07311.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
