Improvement of Managerial Competence Based on Training and Integrative Leadership
Downloads
Leadership behavior and skills are essential in dealing with dynamic environmental changes and building the morale and motivation of organizational members to achieve high work productivity. Leadership capabilities are needed to improve managerial competencies that play a role in influencing, coordinating, and communicating effectively. Managerial competence also creates openness, appreciation, and attachment felt by employees, thereby increasing efficiency and collaboration within the organization. In addition, this competency helps individuals complete tasks faster, more precisely, and professionally, which ultimately supports the achievement of organizational goals. One of the important factors in supporting managerial competence is training and integrative leadership roles that can be facilitated by organizations, including higher education institutions. This research aims to encourage the improvement of the managerial competence of study program leaders through training and integrative leadership. Integrative leadership theory seeks to identify the behaviors and characteristics of effective leaders and how they can influence subordinates in certain situations. Integrative leadership is seen as a strategic approach to influence employees through the leader's ability to manage the organization dynamically and adaptively, creating a productive and harmonious work environment.
Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice (15th ed.). Kogan Page Publishers.
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human Resource Management: Gaining a Competitive Advantage (9th ed.). McGraw-Hill Education.
Osborne, S. P., Radnor, Z., & Nasi, G. (2013). A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach. American Review of Public Administration, 43(2), 135-158. https://doi.org/10.1177/0275074012466935
Yukl, G., & Mahsud, R. (2010). Why Flexible and Adaptive Leadership is Essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93. https://doi.org/10.1037/a0019835
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2021). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly, 32(1), 101499. https://doi.org/10.1016/j.leaqua.2020.101499
Hoch, J. E., & Kozlowski, S. W. J. (2022). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of Applied Psychology, 107(4), 557–577. https://doi.org/10.1037/apl0000897
Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2018). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 44(2), 737–763. https://doi.org/10.1177/0149206314566461
Li, W., Wang, L., & Sun, J. (2020). The impact of integrative leadership on organizational outcomes: Mediating roles of trust and cohesion. Human Relations, 73(2), 185–209. https://doi.org/10.1177/0018726719846267
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2021). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 46(1), 120–150. https://doi.org/10.1177/1059601120971996
Ashikali, T., Groeneveld, S., & Kuipers, B. S. (2021). Inclusive leadership and team performance: The mediating role of leader-member exchange and innovation. Human Resource Management Journal, 31(1), 155–173. https://doi.org/10.1111/1748-8583.12295
Bolden, R. (2019). Leadership in complex organizations: Complexity thinking and integrative leadership. Leadership Quarterly, 30(2), 1–14. https://doi.org/10.1016/j.leaqua.2019.04.007
Carter, D. R., DeChurch, L. A., Braun, M. T., & Contractor, N. S. (2020). Leadership in multiteam systems: A network perspective. Journal of Applied Psychology, 105(3), 184–199. https://doi.org/10.1037/apl0000431
Zander, L., Mockaitis, A. I., & Butler, C. L. (2022). Leading global teams: Collaborating across cultures and time zones. International Journal of Human Resource Management, 33(5), 1015–1036. https://doi.org/10.1080/09585192.2020.1737179
Copyright (c) 2025 ERISA APRILIA WICAKSARI, Sri Wartini, Andhi Wijayanto, Euis Soliha
This work is licensed under a Creative Commons Attribution 4.0 International License.
