Higher Leadership Positions Research Articles

REFORMASI PROMOSI APARATUR SIPIL NEGARA

Reform of the Promotion of Civil State Apparatus. The position of High Leader (JPT) Pratama is a position that equaled with the structural position of echelon II. b and a. in its filling, the Regional Government of Kabupaten Kampar through the Regional Personnel Board has carried out an open promotion reform of the position on the filling of the Primary Leadership Office. The purpose of this research is to know the promotion of ASN Promotion in the implementation of open selection of filling of Position of High Leader in Kampar Regency Government, and to know the method and activity stages conducted by assessment center of State Islamic University of Sultan Syarif Kasim Riau in selecting competence of candidate of high leadership officer in Pratama Environment of Kampar Regency Government in 2015. The research method used qualitative research with phenomenological approach, qualitative data analysis using Huberman Interactive Model Of Analysis namely; data reduction, data presentation and conclusions. The results of this research can be found in the promotion of ASN in the open selection of high leadership positions in Kampar Regency in 2015, in terms of preparation, implementation and monitoring and evaluation as stipulated in Permanpan-RB Regulation no. 13 Year 2014, procedurally has been implemented in accordance with the provisions. From the result of data analysis of implementation and re- commendation from KASN to the selection implementation process, implicitly it can be concluded that the implementation process contains the principles of objectivity, competitive, transparency and accountability in every stage process performed by selection committee to 14 (fourteen) selected.

IMPLEMENTASI SELEKSI TERBUKA JABATAN PIMPINAN TINGGI (JPT) PRATAMA BAGI PNS DALAM RANGKA REFORMASI BIROKRASI DI BADAN KEPEGAWAIAN DAN PENGEMBANGAN SUMBER DAYA MANUSIA KABUPATEN SUMEDANG PROVINSI JAWA BARAT

Abstract
 Prior to the enactment of Law Number 5 of 2014 that concerning regulate State Civil Apparatus, filling in positions was not conducted openly, but rather featured superior privileges. After the birth of Law Number 5 Year 2014, open promotion has become one of the levers of the success of bureaucratic reform, this system is expected to prevent the politicization of bureaucracy, practicing of collusion, corruption and nepotism. Through open promotion, it will create a good system in the career of civil servants. Even though until now, it is imperative to carry out new open promotions at high leadership positions. The purpose of this study is to examine and analyze how the implementation process of open selection Pratama High Leadership Position for civil servants in the framework of bureaucratic reform in the Human Resources and Human Resources Development Agency of Sumedang Regency, West Java Province. The analytical tool in this study uses the implementation concept of George Edward III in Supriatna (2010: 175-176), there are 4 (four) variables in implementing a public policy, namely: “Communication, resources, disposition, and bureaucratic structure”. These four factors influence the success/failure of policy implementation. The research method is used qualitative research with descriptive methods and collecting data through observation and interview. The results of the research show that the implementation process has run quite well from the aspects of communication, aspects of resources, disposition aspects, and aspects of the bureaucratic structure but need to be maintained and improved again for the open selection process of the Pratama High Leadership Position in the framework of bureaucratic reform in Human Resources And Human Resources Agency Sumedang Regency, West Java Province.
 Keywords: implementation, open selection, pratama high leadership position, bureaucratic reform.

ANALISIS REFORMASI KEPEGAWAIAN (STUDI PELAKSANAAN SELEKSI TERBUKA JABATAN PIMPINAN TINGGI PRATAMA (JPT) BERBASIS MERIT SISTEM PADA PEMERINTAH DAERAH KABUPATEN INDRAGIRI HILIR)

One important aspect of staffing reform is the promotion system of civil state apparatus publicly and competitively within the local government, in high leadership positions (JPT) pratama or positions equalized with structural positions echelon II.b and a. The Local Government of Indragiri Hilir Regency through the Regional Personnel Board has conducted an open promotion on the filling of the Primary Leadership Position, for the first time in 2015. The purpose of this study is to analyze the personnel reform based on system merit in the implementation of the selection of Primary Charge in the local government of Regency Indragiri Hilir. The research method used is descriptive research method with qualitative data analysis approach by using data analysis according to Miles and Huberman namely; data reduction, data presentation and conclusion. The sources in this research are Selection Committee, secretariat of selection committee, selection of JPT Pratama, Civil Servant at Local Government of Indragiri Hilir Regency. In this study the authors use data collection methods using observation, interviews, and documentation. The results of the study show that personnel reform in the implementation of the selection of Primary Charge to the local government of Indragiri Hili Regency is seen from the aspect of preparation, implementation and monitoring and evaluation as stipulated in the provisions of Permenpan-RB no. 13 Year 2014, mechanically and procedurally has been implemented in accordance with the provisions. From the result of data analysis of implementation and recommendation from KASN to the selection implementation process, implicitly can be concluded that the implementation process contains the principles of objectivity, competitive, transparency and accountability in every stage process conducted by selection committee to 5 (five) .The consideration of qualifications, competence and performance (merit system) on the determination of graduation in general has become the consideration of the selection committee. For the next selection process by appraising the assessment center, the authors suggest that the preparation of competency standards in detail and detail, success criteria from office, the selection material should be more directed to the task and function metrics of each position, the selection method is more directed to a deep observation of the behavior of officials, and conduct a thorough evaluation of the potential, potential, strength and weaknesses of the candidate, a relevant to the effectiveness of a desired organization.

AKUNTABILITAS SELEKSI TERBUKA JABATAN PIMPINAN TINGGI PRATAMA SEKRETARIS DAERAH KABUPATEN BLORA

Mechanism more relevant to fill structural positions on the value of accountability and meritocracy is open selection. Law No. 5 of 2014 concerning the State Civil Apparatus require the completion of High vacant leadership positions using the system, therefore Blora District Government to implement an open selection to fill leadership positions High Primary Regional Secretary. This study aimed to analyze the elements of procedural accountability of leadership positions open selection of Blora District Secretary. The approach used is qualitative descriptive analysis. Methods of data collection using interviews, documentation, correspondence and normative literature. The results showed step by step filling the position through an open selection since the formation of the selection committee, the establishment of standards of competence, the selection of competence, search the track record, the interview, the announcement of the selection results even coordination with the Governor and the Commission ASN has been accountable to fulfill the norms of legislation, namely Law No. 5 of 2014 concerning the State Civil Apparatus and PERMENPAN RB No. 13 Year 2014 regarding the Procedures Completion of High Leadership Position Openly in Environment Government Agencies.

Gender Representation in Faculty and Leadership at Land Grant and Research Institutions

Core Ideas Female faculty in agricultural sciences has increased from 12 to 23% in the last 10 yr. Higher leadership positions within academia, industry, and government research positions are primarily held by men. The proportion of women with Ph.D. degrees in agricultural sciences is still higher than those with careers and leadership positions. Representation of women in agricultural science was 5% in 1979, increasing to 12% by 2005. The near equal numbers of women and men receiving Ph.D. degrees in agricultural science in 2012 (44 to 56%, respectively) would suggest an upward trend of women scientists above 12% should be occurring over time. To monitor possible trends in the representation of women in agricultural science, we quantified the numbers of women at land grant institutions at the faculty and higher administration level and in leadership positions within scientific societies, industry boards, and government research positions. The survey results showed that female faculty in the agricultural sciences increased from 12% in 2005 to 23% in 2014; however, female representation in leadership positions in academia were low, with department chairs (18%), society leadership (18–36% ranging across societies), and deans of colleges of agriculture (9 out of 50) lagging behind men. Similarly, the number of women on the executive boards of agricultural industries (11%) and at the USDA‐ARS (26%) are still lower than the proportion of women with Ph.D.'s in agricultural sciences. These results suggest progress toward gender representation that reflects the number of qualified women at the faculty level, but it seems that representation is limited after the graduate training level, at the faculty level and beyond. We must be diligent in crop and soil sciences in mentoring female students and young faculty to ensure progress of female scientists to all levels of leadership in academia and the private and public sector.

PENGATURAN PENGANGKATAN SEKRETARIS DAERAH UNTUK MEWUJUDKAN NETRALITAS PEGAWAI NEGERI SIPIL DAERAH

Governance and development efforts to implement national and local levels can run smoothly largely depends on the perfection of the State apparatus, which in its function must be professional and neutral character of the influence of all groups and political parties, and does not discriminate in providing services to the community in order to realize the welfare of society. To realize the neutrality of the State Apparatus, the central government is trying to give a neutral space of the apparatus of government both at central and local levels, however, the reality is often found to realize it is not easy. Various allegations of lack of neutrality of State Apparatus including regional secretary still often expressed by the public, especially during the General Election of Regional Head and Deputy Head of the candidates came from previously elected regional head (incumbent). It is not separated from the vagueness of the norm (vogue norm), associated with the filling of the post of secretary of the province are included in the Position Leader High as stipulated in Article 19 paragraph (3) of Law No. 5 of 2014 on the Reform of Civil State, stating for High leadership positions defined competency requirements, qualifications, rank, education and training, track record position and integrity, as well as other necessary requirements. The above provisions are not clear in stating the requirements that must be met by candidates for secretary of the province to ensure neutrality. This study is a normative law research that examines the ingredients literature that primary legal materials and secondary law. This study uses the approach of legislation and approach the concept. In the data collection is done by steps searches theories, concepts, principles, and an inventory of rule of law relating to the research problem. The conclusion relating to the cases in this study, namely charging Position Leader Higher done in an open and competitive among Civil Servants by taking into account the requirements of competence, qualifications, rank, education and training, track record positions, and intergitas and other requirements needed in accordance with the legislation reflects to realize the secretaries of provincial officials were neutral.

Navigating the Transition to a New Leadership Position: Moving on and Moving up

OPEN ACCESSFebruary 13, 2014Navigating the Transition to a New Leadership Position: Moving on and Moving up Luanne Thorndyke, Martha Grayson, Maryellen Gusic Luanne Thorndyke University of Massachusetts Medical School Google Scholar More articles by this author , Martha Grayson Albert Einstein College of Medicine Google Scholar More articles by this author , Maryellen Gusic Indiana University School of Medicine Google Scholar More articles by this author https://doi.org/10.15766/mep_2374-8265.9707 SectionsAbout ToolsDownload Citations ShareFacebookTwitterEmail AbstractThis leadership workshop addresses a leadership topic for which there is a paucity of information in the current literature: how to smoothly leave a position/organization and move effectively into a new position/organization. Thus, the purpose of this resource is to provide tools for a new or aspiring leader to enable him/her to strategically and successfully manage the transition to a new leadership role in a new organization. The workshop is specifically tailored to the leadership development of faculty in academic medicine. We utilize a case-based format to explore a real-world scenario that new leaders are likely to encounter. The case was developed from a compilation of the actual experiences of three leaders in academic medicine who, reflecting upon their own transitions to new, higher leadership positions in new institutions and their knowledge of the extant literature, created an illustrative case with essential content. The case study uncovers the major issues and opportunities facing a leader who is new to their position and/or the institution/organization. The workshop is organized into four sections or parts, presented as longitudinal “chapters” of the case. Questions at the end of each section allow workshop participants–new and aspiring leaders as well as more experienced leaders who have encountered similar situations–with an opportunity to share and learn from each other as well as from the workshop leader(s). For each section of the case, the core content of the section follows the section ‘title slide” slide portraying the specific chapter of the case. We developed and implemented this interactive workshop with hands-on activities, in order to engage leaders in the reflective and proactive work required to achieve the goal of a smooth, efficient, and successful transition to a new leadership position. In order to reach a substantial number of new and aspiring leaders in academic medicine, the workshop was presented at the Annual Meeting of the Association of American Medical Colleges in a plenary session cosponsored by multiple stakeholder groups of the association. Approximately 100 individuals attended the session. Evaluations completed by participants documented the usefulness of the content and approach, and comments underscored the value perceived by participants. Educational Objectives By the end of this session, a leader will be able to: Identify tasks to be accomplished during the transition to a new leadership position.Identify strategies that can be utilized to learn about a new position or organization/institution.Demonstrate techniques to identify and prioritize goals to be accomplished early in a transition period.Discuss ways to establish collaborative relationships and build effective teams.Identify pitfalls and strategies to avoid them. Sign up for the latest publications from MedEdPORTAL Add your email below FILES INCLUDEDReferencesRelatedDetails FILES INCLUDED Included in this publication: Navigating the Transition Instructor's Guide.docx Navigating the Transition Resource Description.docx Navigating the Transition Case Study.docx Navigating the Transition PPT.pptx Navigating the Transition Worksheet.docx To view all publication components, extract (i.e., unzip) them from the downloaded .zip file. Download editor’s noteThis publication may contain technology or a display format that is no longer in use. CitationThorndyke L, Grayson M, Gusic M. Navigating the Transition to a New Leadership Position: Moving on and Moving up. MedEdPORTAL. 2014;10:9707. https://doi.org/10.15766/mep_2374-8265.9707 Copyright & Permissions© 2014 Thorndyke et al. This is an open-access article distributed under the terms of the Creative Commons Attribution license.KeywordsProfessional DevelopmentFacultyLeadershipLeadership DevelopmentFaculty Development Disclosures None to report. Funding/Support None to report. Prior Presentations Navigating the transition to a new leadership position: moving on and moving up. Presented at: AAMC Annual Meeting; November 2011; Washington, DC. Managing the transition from follower to leader. Presented at: AAMC Executive Development Seminar for Interim and Aspiring Leaders; May 2012; Washington, DC. Loading ...

La mujer y el liderazgo empresarial

<p style="text-align: justify;">El objetivo de este estudio fue describir la situación actual de la mujer en el mundo laboral y analizar las circunstancias que le han impedido alcanzar altas posiciones en las compañías. El núcleo de la discusión giró en torno a las barreras del liderazgo femenino y cómo estas pueden ser superadas a través del reconocimiento de las diferencias. Se argumenta que el principal problema relacionado con la participación inequitativa en cargos de alta gerencia se debe principalmente a los estereotipos femeninos, los cuales suelen ser contrarios a los roles de liderazgo aceptados por la mayoría de las culturas. Se resalta la necesidad de que las mujeres ejerzan el liderazgo desde sus propias características, en vez de imitar el tradicional rol de liderazgo masculino.</p><p style="text-align: justify;"><strong>Palabras clave:</strong> liderazgo en las mujeres, estereotipos femeninos, género, equidad laboral, alta gerencia femenina.</p>

Camara dos Deputados: democracia e igualdade de oportunidades entre mulheres e homens?

This research analyzed women's opportunities in terms of equality in the occupation of high leadership positions in the Brazilian House of Representatives. The field research was carried out from November 2005 to January 2006 and the survey comprised 1,320 respondents. The Perception Scale of Equal Opportunities Between Women and Men was applied to analyze the attitude of public servants with regard to women's ascension possibilities and limitations within the position structure of the organization. The scale consisted of 34 items, with Likert-style responses, and 6 items on demographic data. Data collection was carried out using the internal computer network of the House of Representatives, through an e-mail sent to the 3,597 effective public servants. Data underwent principal component analysis (PCA), promax rotation, with meritorious results (KMO = 86.0; Bartlett:14894.879), to 4 factors. Differences between men and women were observed with regard to the scores obtained. The opportunities of occupying a high leadership position are smaller for women than men. There are more male managers, and the public servants, especially women who don't occupy chief positions, notice that there're no equal opportunities between employees of both sexes.

Short-Term Leadership Development: Meeting a Need for Emerging Community College Leaders

With retirements looming in the ranks of senior leadership, the need for short-term, intensive, focused leadership development targeting midlevel administrators has become acute. Through survey responses and in-depth interviews, this study examines leadership development needs of midlevel community college administrators who aspire to higher leadership positions. The plethora of short-term programs currently available through local colleges, states, and professional associations—while well-intentioned—are most often serendipitous and without clear focus or theoretical underpinning. This study suggests a framework for providing coherent, high impact, short-term leadership development opportunities to assist emerging leaders meet the challenges of today's increasingly complex colleges.

Teaching Apparel Merchandising/Retail Industry Career Exploration and Professional Development by Involvement of Students in Survey Research

A total of 424 surveys that addressed the construct of corporate excellence were collected by 106 students in a sophomore-level professional development course for apparel merchandising and retailing majors. Students used the course project to network with career contact people, learn about the apparel merchandising and retailing employment environment, and participate in a research project directly related to their major field of study. In general, employees in higher leadership positions tended to be more positive than their entry-level or unskilled counterparts about the companies' execution of criteria that contributed toward corporate excellence. The type of products sold by retailers did not affect employee perceptions of corporate excellence attributes. Additionally, the type of retail establishment did affect the companies' abilities to exhibit one criterion that contributes to corporate excellence: providing personalized attention to its customers. Students demonstrated achievement of learning objectives through reflection.

Norwegian and French Women in high Leadership Positions

This analysis of 50 French and Norwegian women in high positions of leadership stresses how gendered relations structuring private and professional lives will vary in different cultures according to their socio-historical contexts. The specific contexts of two Western European democracies, France and Norway, reveal a number of differences impacting on the careers and the construction of the personal and social identities of women leaders. Interviews were held with French women who (a) assumed pioneering leadership positions in the 1970s ( n = 10) and (b) who followed in the 1980s ( n = 20) and with Norwegian women leaders ( n = 20). Sixty percent of the total sample had held posts as cabinet or subcabinet ministers. Illustrations from their narratives, collected through semistructured interviews about their personal and professional itineraries, are used to discuss a number of questions from a comparative cultural perspective: the sense of double marginality, extraneity, lack of entitlement and vulnerability; role-model legitimation; feminism and the women's movement; political parity/mixity; gender consciousness and solidarity; and family and female—male interactions.