Digital Leadership - A New Leadership Style for the 21st Century

2020 ◽  
Keyword(s):  
Leadership Style ◽  
21St Century

scholarly journals Analysis of the effective leadership style of madrasa heads in the 21st century

2021 ◽  
Vol 13 (1) ◽  
pp. 1-19
Author(s):  
Muh Syauqi Malik ◽  
Tutut Hilda Rahma ◽  
Vifta Agnia Utami
Keyword(s):  
Leadership Style ◽  
21St Century ◽  
Role Model ◽  
Leadership Skills ◽  
Secondary Data ◽  
Educational Institutions ◽  
Leadership Qualities ◽  
Managerial Skills ◽  
Study Approach ◽  
Outstanding Leadership

One of the government's policies in education in the 21st century is the enactment of educational autonomy. This policy needs to be accompanied by a change of leadership in the education unit. The leadership qualities of the head of the madrasah will determine whether the madrasah achieves its expected goals or not. The purpose of this research is to analyze outstanding leadership in the 21st century, which includes the characteristics, style, nature, requirements, quality, and competence that a madrasah head must possess. This research was conducted at SDN 5 Cileungsir, Ranch Subdistrict, Ciamis Regency, in March 2020. This research used a library study approach. The data used in this research is secondary data, as the techniques carried out are collecting various credible sources from books, written documents, and articles taken from quality national and international online journals and have been accredited. All references that the author provides in this article aim to inform the reader of the tips and requirements to be an ideal and competent leader in the 21st century, especially leaders in schools. All descriptions are equipped with explanations and examples of events that are often encountered in the field to be understood easily. Based on the research results, it can be concluded that a leader must display exemplary behavior in the madrasah he leads. The behavior of the head of the madrasah must reflect the high spirit of work and should be an example or role model for all people in madrasahs. The ideal educational leader of the 21st century is an innovative leader, a leader who can innovate, has managerial skills and technical skills, and is highly dedicated to what he leads.  Managerial expertise is needed for leaders to handle the complexities of educational institutions, and educational leadership skills are needed to obtain innovative leaders in leading educational institutions to conform to a 21st-century education. He must have the vision, mission, willingness, and commitment to make changes, progress, understand processes, and create innovations and solutions. Besides, a leader must also have expertise and quality. Thus, if a leader can realize all these components, then the madrasah under its management can innovate better under the demands of education in the 21st century and per the objectives to be achieved.

scholarly journals Leadership Style in TVET Education Towards 21st Century

2020 ◽  
Vol 3 (1) ◽  
pp. 31-37
Author(s):  
Mohd Fikri bin Ismail ◽  
Sharifah Nurulhuda Tuan Mohd Yasin
Keyword(s):  
Leadership Style ◽  
21St Century ◽  
World Economy ◽  
Role Model ◽  
Academic Leadership ◽  
Critical Aspect ◽  
Information Provider ◽  
Innovative Leadership ◽  
Technological Advances ◽  
The World

Leadership is a critical aspect in organisation. As in 21st century, it’s shown that there are stiff competitions between giant companies to dominate the world economy. Literature shows that their secret of success depends on an open and innovative leadership. Academic leadership should be changed literally to tackle the globalization challenges, in line with technological advances. Leaders can be considered as a goal-setter, advocator, initiator, communicator, supporter, coordinator, coach, evaluator, manager, information provider and role model while implementing changes within the organisation. This study aims to identify leadership style in TVET education by 21st century. The method used for the study is by analyzing and comparing the document with reference from previous review. Identification of theories that uphold leadership style will be the result of this study. This proves the connection between the theories used in this study.

Innovating Through Reflective Learning in Mindful Organizations

2019 ◽  
pp. 246-261
Author(s):  
Elif Baykal
Keyword(s):  
Organizational Learning ◽  
Leadership Style ◽  
21St Century ◽  
Authentic Leadership ◽  
Reflective Learning ◽  
Effective Learning ◽  
Knowledge Based ◽  
Innovative Work ◽  
Fierce Competition ◽  
Positive Work

In the 21st century, being affected by the demanding business atmosphere and fierce competition among players, contemporary organizations have changed their priorities. The rivalry among ambitious organizations created knowledge-based economies that are possible through effective learning and high levels of organizational awareness. In this chapter, it is suggested that these requirements for effective learning and high awareness in companies address the need for mindful individuals and mindful organizations. And mindfulness in organizations are good for establishing meaningful ways to promote organizational learning and creates the baseline for more innovative work atmospheres. Furthermore, authentic leadership, most congruent leadership style for positive work atmospheres which is charachterized by authenticity, transparency, and high levels of awareness, has been presented as a suitable leadership style for mindful and innovative organizations. And moreover, it is proposed that under authentic leadership, mindful organizations will be succesful in benefting from reflective learning which will contribute to higher levels of innovativeness.

scholarly journals Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis

MBIA ◽  
2020 ◽  
Vol 19 (2) ◽  
pp. 142-152
Author(s):  
Dina Mellita ◽  
Efan Elpanso
Keyword(s):  
Organizational Change ◽  
Leadership Style ◽  
21St Century ◽  
Change Process ◽  
Business Environment ◽  
Drivers Of Change ◽  
Social Culture ◽  
Three Stages ◽  
The Individual ◽  
Conceptual Research

At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective.   Abstrak Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk  mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif. Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan

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