Servant leadership : an empirical study of Indonesian managers across different ethnic groups

• Autorzy: Passakonjaras Somchanok , Hartijasti Yanki , Rajiani Ismi

Identyfikatory

DOI

10.17512/pjms.2019.20.2.33

Warianty tytułu

PL

Służebne przywództwo : badanie empiryczne indonezyjskich menedżerów w różnych grupach etnicznych

• Języki publikacji: EN

Abstrakty

EN

Servant leadership, a concept developed in the West which means being servants at heart who also lead, is still in debate whether it exists in the East especially Indonesia which is a highly diverse country. The study examines the differences in servant leadership among Indonesian managers with different ethnicities. Respondents were asked to rate the practice of servant leadership of their direct superiors measured by Ehrhart’s questionnaires which composed of 7 dimensions. By using 370 superiors with Javanese, Sundanese, Batak, Minang, and Chinese ethnicities, this study found all ethnic groups practiced servant leadership but only Minang and Javanese managers had significant difference. Minang managers practiced higher degree of servant leadership than Javanese managers. This finding suggests that although servant leadership is applicable in Indonesia, cultural values of ethnic groups influence the practice of servant leadership. It is confirmed that servant leadership is universally practiced but cultural values have an influence on its practice.

PL

Przywództwo w służbie, koncepcja rozwinięta na Zachodzie, która oznacza bycie sługami w sercu, którzy również przewodzą, jest wciąż w debacie, czy istnieje na Wschodzie, szczególnie w Indonezji, która jest krajem bardzo zróżnicowanym. Badanie bada różnice w kierowaniu sługami wśród indonezyjskich menedżerów o różnych grupach etnicznych. Respondenci zostali poproszeni o ocenę praktyki kierowania sługami przez swoich bezpośrednich przełożonych, mierzonej kwestionariuszami Ehrharta, które składały się z 7 wymiarów. Korzystając z 370 przełożonych pochodzących z Jawajczyków, Sundańczyków, Bataków, Minangów i Chińczyków, badanie wykazało, że wszystkie grupy etniczne praktykowały sługę przywódczą, ale tylko menadżerowie z Minang i Jawajczyków mieli znaczącą różnicę. Menedżerowie z Minang ćwiczyli wyższy stopień przywództwa w służbie niż menedżerowie jawajscy. To odkrycie sugeruje, że chociaż przywództwo w służbie ma zastosowanie w Indonezji, wartości kulturowe grup etnicznych wpływają na praktykę przywództwa w służbie. Potwierdza się, że przywództwo sług jest powszechnie praktykowane, ale wartości kulturowe mają wpływ na jego praktykę.

Słowa kluczowe

EN

servant leadership; ethnic groups; Indonesia

PL

przywództwo w służbie; grupy etniczne; Indonezja

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2019
• Tom: Vol. 20, No. 2
• Strony: 391--402
• Opis fizyczny: Bibliogr. 35 poz., tab.

Twórcy

autor

Passakonjaras Somchanok

• Chulalongkorn Business School, Chulalongkorn University, Bangkok, Thailand

autor

Hartijasti Yanki

• Faculty of Economics and Business, Universitas Indonesia, Jakarta, Indonesia

autor

Rajiani Ismi

• Muhammadiyah University of Gresik, Indonesia

Bibliografia

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Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).