Localizing Transformational Leadership: A Case of Indonesia

Juliana Murniati, Hana Panggabean, Hora W. Tjitra
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引用次数: 4

Abstract

Contemporary leadership studies recognize the influence of cultural context in leadership behavior. In line with the works, this study aims at putting the transformational leadership into a specific cultural context. This study applies the concept of Indonesian cultural standards (Panggabean, Tjitra, Murniati, 2014) in particular a culture specific Indonesian leadership style termed as The Facilitating Leadership. We analyze two case studies of Indonesian leaders in profit organization and government institution with qualitative grounded theory. The result reveals a culture-specific form of transformational leadership, that is the transformational leadership behavior combines with facilitating leadership behavior. Three primary features are identified, namely idealistic influence based on populist commoner charisma; individualized consideration with Bapakism personal caring and support, and inspiring motivation by applying implicit communication. A mixture between transformational leadership approach with transactional goal setting and target attainment is found in government institution. Significant contribution of two primary characteristics of Indonesian cultural standards is indicated, namely Multiculturality and Implicit Communication style. Based on the result, the study suggests to take into consideration cultural contexts in developing leadership development program.
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变革型领导的本土化:以印度尼西亚为例
当代领导研究认识到文化背景对领导行为的影响。根据前人的研究成果,本研究旨在将变革型领导置于特定的文化语境中。本研究应用了印度尼西亚文化标准的概念(Panggabean, Tjitra, Murniati, 2014),特别是一种文化特定的印度尼西亚领导风格,称为促进型领导。本文运用定性扎根理论,分析了印尼赢利组织和政府机构领导人的两个案例。研究结果揭示了变革型领导的一种特定文化形态,即变革型领导行为与促进型领导行为相结合。本文确定了三个主要特征,即基于平民魅力的理想主义影响;个性化的考虑与巴帕克主义的个人关怀和支持,并通过隐性沟通激励动机。在政府机构中发现了变革型领导方法与交易型目标设定和目标实现的混合。本文指出了印尼文化标准的两个主要特征,即多元文化和隐式交际风格。基于研究结果,本研究建议在制定领导力发展计划时考虑文化背景。
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