This study was to formulate a gender-responsive agile leadership model during the Covid-19 pandemic. A systematic literature review using PRISMA methods and field research on 18 purposely selected mid-level managers was conducted. The research discovers that first, agile leadership characteristics can be classified into individual and organizational dimensions. Individual characteristics include the personal values of agile leaders with good personalities. Organizational characteristics are characteristics to maintain and bring the organization to face a fast-changing and uncertain world. Second, the characteristics of gender-perspective leadership in the Covid-19 era are the commitment to change the management system, organizational culture, and the quality of leadership to promote gender equity. Finally, the Gendered-Perspective Agile Leadership model in the VUCA era during the Covid-19 pandemic is a leadership model that can quickly respond to gender issues through management system change, organizational culture, and character development of leaders oriented to individual and organizational characteristics. Individually trained leader characters are supposed to be intelligent, optimistic, communicative, accountable and compassionate, while organizationally oriented leader characters are adaptive, responsive, innovative, flexible, and transparent. This paper uses thematic analysis to fill the gap of the gendered-perspective agile leadership model by exploring the characteristics of gendered- perspective agile leadership in the COVID- 19 era.

This review aims to elaborate on the importance of social capital in handling the COVID-19 pandemic and rise discussion of social capital in the context of Indonesia's decentralization. Based on the recommendations of this review, it is expected that Indonesia's government can accomplish the ideals of decentralization policies. Integrative literature review method applied to 21 related studies. This review concludes that a lot of countries got benefits from social capital while tackling the COVID-19 pandemic. The social capital increases the effectiveness of the government's policy implementation. Important aspects of social capital include trust, volunteerism, and solidarity. These can increase community compliance, help provide the community's basic needs and streamline the implementation of a pandemic management program. The social capital itself can not contribute without good civic engagement. It implies that the government can be benefited from social capital in society through civic engagement. Good long-term civic engagement will increase the social capital account on the public balance sheet. This principle must be applied in post-COVID decentralization policies by realizing social capital gains in society through civic engagement, not utilizing decentralization for personal gains through civic disengagement. This review suggests to Indonesia's government to carry out a mental revolution for public officials in order to foster social capital in society. The government needs to involve communities whose strong social capital to encourage a mental revolution of public officials as well as encourage civic engagement in governance, such as religious communities, volunteers/NGOs, and various communities with various kinds of interests.