Dinamika Kepemimpinan Pondok Pesantren Kiai Syarifuddin Lumajang

Abstrak Dalam kajian manajemen, kepemimpinan merupakan salah satu aspek yang sangat menarik untuk dikaji secara serius. Konteks kepemimpinan selalu dinamis seiring dengan perkembangan kehidupan manusia, termasuk kepemimpinan di lembaga pendidikan Islam. Dasar perubahan selalu dimulai dari proses panjang perubahan nilai-nilai dasar kehidupan di masyarakat yang pada tingkat selanjutnya merubah pola komunikasi, kebutuhan dasar, dan pandangan hidup mereka. Perubahan aspek kehidupan ini berdampak pada kepemimpinan organisasi. Kajian ini difokuskan pada bagaimana masa depan lembaga pendidikan Islam dalam memberikan jawaban terhadap masyarakat dalam memenuhi kebutuhan hidupnya dilihat dari sisi kepemimpinan. Kajian ini menggunakan pendekatan kualitatif guna memberikan pengetahuan lebih mendalam tentang masalah dasar perubahan. Dengan kajian kualitatif diharapkan memberikan gambaran data di balik sesuatu yang tampak dilihat dari ide, gagasan, dan strategi dalam menata manajemen lembaga pendidikan yang sangat urgen dalam merubah arah dan pencapaian tujuan lembaga pendidikan. Kajian ini menemukan bahwa perubahan tipologi kepemim-pinan merupakan tuntutan dari perubahan manajemen organisasi dalam mencapai tujuan bersama. Oleh karena itu, perubahan tipologi kepemim-pinan akan memberikan dampak terhadap keberlangsungan dan kualitas pendidikan Islam di Indonesia di masa mendatang. Pemimpin lembaga pendidikan Islam saat ini dituntut untuk merancang manajemen organisasi yang dapat menggerakkan seluruh elemen kekuatan untuk menuju kemajuan organisasi dalam menjawab tantangan perubahan. Kata Kunci: dinamika kepemimpinan, kiai, pondok pesantren, tipologi kepemimpionan Abstract In the context of management studies, leadership is one of the most interesting aspects to be investigated seriously. The context of leadership is always seen as dynamic and goes hand in hand with the development of human life, including a leadership in Islamic educational institutions. The basis of the change will always start from a long process within the basic values transformation of life in society in which at a later stage changes their communication patterns, basic needs, and life outlook. The changes in this aspect of life have an impact on organizational leadership. This study focuses on how the future of Islamic educational institutions provides answers to the community in fulfilling their needs in terms of leadership. This study uses a qualitative approach to provide deeper knowledge about the basic problems of change. Using a qualitative study, it is expected that it offers such kind of data implied within the ideas, thoughts and strategies in running an educational institutions management that are very urgent in changing the direction and achieving the goals of the institution education. This study suggested that changes in leadership typology are seen as demands from organizational management changes in achieving the shared goals. Therefore, changes in leadership typology will have an impact on the sustainability and quality of Islamic education in Indonesia some years to come. The leaders of Islamic educational institutions are currently required to design organizational management that can trigger movements in all elements and strength towards organizational advancement in answering the challenges within the change itself. Keywords: leadership dynamics, kiai, pondok pesantren, typology of leadership

Derivation of Organizational Developments from Human Resources-An Evidence from it Sector in Chennai Region

In a larger context Organizational development (OD) refers to empowering the people and enabling them to use their power for development of the organization to which they belong and society at large. It refers to developing pro-activity and capacity to embrace larger issues. Considering the vital importance to human resources, they are now being treated as assets which are most precious for the survival of the organization. New values are being added. There has been shift from traditional master-slave relationship to the modern trusteeship system (in which employers and employees are considered as partners investing their wealth and labor respectively) and from traditional salary administration to the new Human Resource System (HRS). Human resources being a part of the organization, OD is a sub system of larger system i.e., the organization. And OD is the center of HRS and most vital for the organizational advancement. OD includes both the development of the people and development of the organization.

Scientific Performance Assessments Through a Gender Lens

The focus on excellence and quality assurance in the academy has spawned a significant increase in the use of bibliometric measures in performance assessments of individual researchers. This article investigates the organizational consequences of this development through a gender lens. Based on a qualitative case study of evaluation and selection practices at a Danish university, a number of potential gender biases related to the use of bibliometric performance measures are identified. By taking as default the research preferences, approaches and career paths of a succesful group of predominantly male scholars, evaluators using bibliometrics risk disadvantaging candidates diverging from the norm with implications for gender stratification. Despite these potential biases, bibliometric measures come to function as technologies supporting a managerial narrative of the gender-blind organization. They adhere to the prevailing ethos of the academic meritocracy by standardizing the criteria for organizational advancement and ensuring transparency and accountability in the selection process. While bibliometric tools in this sense may lead to the recruitment of scientists with a strong CV and track record, they may at the same time prevent many talented researchers diverging from the norm from being recognized and succeed as academics.

Can e-mentoring take the "gender" out of mentoring?

Mentoring has been identified as a key strategy for career development and organizational advancement, and has been argued to be indispensable for women to succeed. E-mentoring has increased in popularity as a means of reducing some of the challenges associated with being mentored by men. Numerous studies conducted on formal mentoring programs have concluded that there are serious implications to consider in traditional cross-gendered mentoring schemes. A sample of six mentees and seven mentors (three female and four male) were interviewed after a year-long e-mentoring program was created to promote women to leadership roles within the Information Technology (IT) sector. The paper explores whether gender-biases encountered in traditional mentoring schemes are transcended when using an e-mentoring platform. Results from this qualitative study suggest that mentor gender still impacts the mentoring relationship even in a virtual environment. The study’s findings indicated male mentors tended to be more methodological in solving problems with their mentees, unlike female mentors who took a more indirect approach. Further, female mentors improved their mentee’s confidence through encouragement and relating to their mentee on a more personal level, a practice often avoided by their male counterparts. A summary of these findings is provided below, followed by a detailed discussion of the results and a section offering possible future research avenues to explore.

E-Mentoring Women: Lessons Learned From A Pilot Program

Mentoring has been identified as a key strategy for career development and organizational advancement and has been argued to be indispensable for women to succeed. E-mentoring has increased in popularity as a means of increasing access to mentors, especially female, and reducing some of the challenges associated with being mentored by men. Although access to mentors and mentoring is considerably improved in an e-mentoring environment, it is unclear if the quality and effectiveness of e-mentoring matches traditional mentoring. This qualitative study examines the overall effectiveness of an e-mentoring program focusing on providing psycho-social and career-development support to female mentees, developing trust in a virtual environment, and the mentee/mentor matching process.

Communication Framework to Empower 21st Century Engineers and IT Professionals

The role of communication has been emphasised ever since Dewey (1929; 1958) refreshingly eulogised the role and impact of communication in social discourse. Analysis of contemporary research outcomes and current literature clearly indicate that communication skills top the priority list with regard to workplace needs that will spur organizational advancement both financially and qualitatively. This chapter focuses on dissecting the workplace needs of engineers and IT professionals with specific emphasis on current and future communicational demands in the Malaysian engineering sector. It also highlights the non-linear nature of communication, which is essentially bidirectional or multidirectional in orientation. The chapter then elucidates its key findings within the Malaysian context as well as proposes a new curriculum design framework for the generation of contemporary syllabuses that meets the dynamic demands of workplace communication. It concludes with suggestions on how engineering and IT professionals as well as purveyors of communication skills syllabuses need to be sensitised on the importance of communication skills in the post-Fordian economic paradigm.

Executive Leadership Development As A Strategy For Long Term Business Success

<p class="MsoNormal" style="text-align: justify; margin: 0in 34.2pt 0pt 0.5in;"><span style="font-size: 10pt; mso-bidi-font-style: italic;"><span style="font-family: Times New Roman;">This article discusses executive leadership development as a strategy for long term business success.<span style="mso-spacerun: yes;">&nbsp; </span>Sustainable organizational health depends in large part on a steady stream of upper level leaders who have the values, skills, competencies and behaviors necessary for organizational advancement. Cutting edge leadership development is discussed with specific examples from the Top 20 leadership companies as identified by Hewitt Associates in 2005.<span style="mso-spacerun: yes;">&nbsp; </span>Specific leadership development programs are discussed including mentoring, coaching and shadowing and guidelines are suggested for effective leadership development.</span></span></p>

‘Girl disease’: Women managers' reticence and ambivalence towards organizational advancement

This paper addresses the theme of the special issue by drawing attention to ways in which gender scholarship can influence management and organizational studies in an analysis of the pathways to senior management. Based on an Australia-wide study of the experiences of women and men in senior management, it adds new empirical data to the body of knowledge on women's career advancement at senior levels of organizations. Many women interviewed expressed reticence and ambivalence about the advancement of their careers and their prospects for promotion, which was called ‘girl disease’ by one woman. Forms of ambivalence varied according to different age and sector cohorts; in particular difficulties were identified in reconciling family responsibilities with the demands of senior level appointments. We analyse expressions of ambivalence and reticence by exploring the tensions between women's gender identity and the organizational factors that shape their ‘managerial’ identity. We conclude by suggesting strategies to improve organizational practices in relation to women's career development and promotion.

‘Girl disease’: Women managers' reticence and ambivalence towards organizational advancement

This paper addresses the theme of the special issue by drawing attention to ways in which gender scholarship can influence management and organizational studies in an analysis of the pathways to senior management. Based on an Australia-wide study of the experiences of women and men in senior management, it adds new empirical data to the body of knowledge on women's career advancement at senior levels of organizations. Many women interviewed expressed reticence and ambivalence about the advancement of their careers and their prospects for promotion, which was called ‘girl disease’ by one woman. Forms of ambivalence varied according to different age and sector cohorts; in particular difficulties were identified in reconciling family responsibilities with the demands of senior level appointments. We analyse expressions of ambivalence and reticence by exploring the tensions between women's gender identity and the organizational factors that shape their ‘managerial’ identity. We conclude by suggesting strategies to improve organizational practices in relation to women's career development and promotion.