Main Article Content

Abstract

Change is an unavoidable phenomenon and organizations must develop their change capacity in order to survive in competition. The purpose of this study was to examine the determinants and impacts of organizational capacity for change (OCC). In addition, the moderating influence of empowerment on transformational leadership change is also examined in influencing the organization's capacity to change and remain empowered. The hypothesis is tested using the data obtained from the survey. A total of 200 questionnaires were filled in by management as respondents and used for data analysis in this research using the survey method. The results of the study show that the orientation of transformational leadership has a positive effect on OCC. Likewise, the influence of OCC on empowerment. To increase the capacity for change, administrators at Islamic boarding schools can increase the orientation of transformational leadership so that Islamic boarding schools can increase empowerment by not changing the existing culture at Islamic boarding schools and remain empowered according to applicable regulations. This research empirically examines OCC in the context of Islamic boarding schools which are shaped by leader orientation. Furthermore, OCC has a mediating role in the influence of leadership on the empowerment of Islamic boarding schools. In addition, OCC in this study was tested with 3 dimensions (learning, process, and context) which were previously proposed only conceptually. Transformational leadership has the organizational capacity to change. In the end, this research proposes and shows that the organizational context (culture) plays an important role in the organizational capacity for change (OCC) in developing empowerment.

Keywords

Empowerment Transformational leadership Organization capacity

Article Details

Author Biographies

Hikmah Muhaimin, Universitas Majapahit

Department of Government Science, Faculty of Social and Political Sciences, Islamic Universitas Majapahit, Mojokerto, Indonesia East Java Indonesia

Dhiyan Septa Wihara, Universitas Nusantara PGRI Kediri

Department of Management Study, Faculty of Economics and Business, Universitas Nusantara PGRI
Kediri, Indonesia East Java Indonesia

Ahmad Hasan Afandi, Universitas Majapahit

Department of Government Science, Faculty of Social and Political Sciences, Islamic Universitas Majapahit, Mojokerto, Indonesia East Java Indonesia

How to Cite
Muhaimin, H., Septa Wihara, D., & Hasan Afandi, A. (2023). Transformational Leadership in Empowering Organizational Capacity. JIP (Jurnal Ilmu Pemerintahan) : Kajian Ilmu Pemerintahan Dan Politik Daerah, 8(2), 107-123. https://doi.org/10.24905/jip.8.2.2023.107-123

References

  1. Al, H. et. (2016). Organizational Capacity for Change, Change Experience, and Change Project Performance. Journal of Business Research, 69(2), 777–784.
  2. Al, K. et. (2008). From Change to the Management of Organizational Change Capacity: A Conceptual Approach. Universite de Geneve.
  3. Al, N., & et. (2004). Strategic Human Resources Management.
  4. Avolio, B. (2017). The Impact of Leadership Style on Middle Managers’ Motivation: A Study of the Ministry of Civil Aviation in Egypt. Journal of Business and Management Sciences, 5,(3, 100–107. https://doi.org/10.12691/jbms-5-3-5
  5. Beer, M., & Nohria, N. (2000). Breaking the code of change. Harvard Business School Press.
  6. Beltrán. (2014). What do you want to say?” How adolescents use translanguaging to expand learning opportunities. International Journal of Multilingual Research, 208–230.
  7. Biggart. (1977). The Magic Circle, Governor Reagan, Governor Brown: a socialogy of executive power.
  8. Brown, A. (1995). Organisational Culture. Pitman Publishing.
  9. Carnall, C. (2003). The Change Management Toolkit. Thomson Learning.
  10. Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly—Special, Technology, Organizations, and Innovation, 35, 128–152.
  11. Dkk, G. (1998). Development and initial validation of the Self-harm Behavior Questionnaire. J Pers Assess.2001, Dec;77(3):
  12. Elenkov, J. (2005). Organizational Capacity for Change and Environmental.
  13. Govender, U. dan. (2017). Cultivating an Entrepreneurial Mind-Set through Transformational Leadership: A Focus on the Corporate Context. University of Primorska, Faculty of Management Koper, 15(2, 123–143.
  14. Greene, R. (2009). Corporate Reputation and Sustained Superior Financial Performance. Strategic Management Journal.
  15. Indra Kharis, M. S. (2015). Pengaruh Gaya Kepemimpinan Transformasional terhadap Kinerja Karyawan dengan Motivasi Kerja Sebagai Variabel Intervening (Studi pada Karyawan Bank Jatim Cabang Malang. Jurnal Administrasi Bisnis (JAB, 3.
  16. Khan. (2007). Interdepartmental Integration: A Definition with Implications for Product Development Performance. Journal of Product Innovation Management.
  17. Lawler. (2007). Built to Change: How to Achied Sustained Organizational Effectiveness. John Wiley & Sons, Inc.
  18. Lunenburg, K. (2011). Corporate Culture and Performance. The Free Press.
  19. M, B., & S. (2021). Teori Strategi: Evolusi & Evaluasi. Airlangga University Press.
  20. Priansa, S. D. J. (2011). Manajemen SDM dalam Organisasi Publik dan Bisnis. https://elibrary.nusamandiri.ac.id/readbook/210481/manajemen-sdm-dalam-organisasi-publik-dan-bisnis
  21. Qadach, D. (2020). School Leaders’Cognitive Complexity:Impact on the Big 5Model and Teachers’Organizational Citizenship Behavior. Journal of School Leadership, 1–26.
  22. Shan, P., Song, M., & Ju, X. (2016). Entrepreneurial orientation and performance: Is innovation speed a missing link? Journal of Business Research, 69(2), 683–690.
  23. Volery, L. (2017). Entrepreneurial leadership: Insights and directions. International Small Business Journal. https://doi.org/10.1177/0266242616681397
  24. Wibowo. (2008). Perfect Empowerment. Jurnal Demokrasi.