Authentic Leadership and Human Resource Practice for Competitive Advantage in Private Madrasas in Indonesian Context

Abstract

There is a critical need for madrasas to make changes. These changes lead to structural changes in organizational management, including HR management. This research aims to analyze the effect of Authentic Leadership and HR practice for competitive advantage in madrasas. A descriptive survey study of 204 madrasas with the observation unit involving teachers was applied in this study and the data obtained were analyzed using Structural Equation Modeling (SEM) procedure. The research results show that the essential structural changes to cope with the challenges and demands of competition in inclusive institutions such as madrasas require a leader who understands and can represent the values of madrasas. Structural changes in HR management expand opportunities to gain a solid competitive advantage. The institutionalization of various HR roles requires a foundation of values directed by madrasas leaders. The leaders ensure the identity of madrasas’ values and orientations while considering the demands of competition. The conclusion is that the institutionalization of HR practice management in madrasah’s efforts to compete requires leadership support that represents and understands madrasas with an inclusive nature.
 
 Received: 20 March 2022 / Accepted: 21 June 2022 / Published: 5 July 2022

The Effect of Authentic Leadership on Turnover Intention in Service Sector With Work Engagement as Mediator

“…This impact can be illustrated through leadership practices, including those related to digital leadership. (Wijaya et al, 2023) ethical leadership (Brown & Treviño, 2006), transformational leadership (Gang Wang et al, 2011), paternalistic leadership (Bedi, 2020), and authentic leadership (Lemoine et al, 2019) In Indonesia, several studies have investigated the issue of authentic leadership, with contexts as diverse as superior-subordinate relationships (eg, (Bahzar, 2019;Daryanto et al, 2017;Waruwu et al, 2022), work engagement (e.g, (Shulhan, 2019); (Supriyadi et al, 2020), public sector organizations (for example, (Anugerah et al, 2019) (Anita et al, 2021); (Daraba et al, 2021); (Niswaty et al, 2021); (Hadian & Rahimi, 2022) and authentic leadership in the service sector of state-owned companies (eg, (Wirawan et al, 2020), private companies (e.g, (Syam et al, 2017), (such as, (Ratmawati & Ladita, 2020).…”