Leadership management of village heads based on soft skill development of coastal communities in Indonesia

This research paper discusses the degree of institutionalization of communication as a strategic managerial function to explore the different scopes and status achieved across countries and organizational sectors. Empirical work was conducted in Lithuania, Spain and Argentina, chosen as pioneers and regional leaders towards institutionalization through the establishment of the first university-level communication studies, national and worldwide networks of communication researchers and practitioners. Purposeful convenience sampling also ensured data collection through 61 semi-structured interviews with communication experts, senior managers and scholars from these countries, and a pilot survey with 20 Lithuanian communication specialists. The results suggest that CEOs in Argentina (70.6%) and Spain (65%) are more aware of the communication value, 60% communication specialists hold executive/senior positions. All this is 10-15% lower in post-communist countries. For 90% Lithuanian respondents, the CEO’s full understanding of communication is the number 1 factor affecting the institutionalization of communication, followed by the evolution of their profession in the country, which influences the perception of the communication function. Strengthening their role and status is the 4th priority for communication professionals in Europe and Argentina. This requires further education to fill a widening gap of data competencies and management skills, expressed by 69% of Spanish communicators, 75-87% in the former communist bloc, and 45% of seasoned Argentinean communicators. The empowerment of communication specialists remains highly dependent on the communicative competence and willingness of CEOs, who also need ad hoc executive education, which is more widely available in Spain and Argentina than in Lithuania.

Acknowledgment
This paper was written under the Lithuanian Research Council and European Investment Funds grant No. 09.3.3-LMT-K-712, as part of the post-doctoral research project “Towards an assessment model for mission-based strategic communication excellence”.

The study shows that a patriarchal society where women are still in the minority when it comes to leadership positions is still dominating. A few studies are exploring the role of women in leadership in government and industry, and very little focus is paid on higher education institutions and more especially – from a female leadership perspective. Therefore, this paper aims to determine the factors that hindered female students from attaining leadership positions and simultaneously make recommendations to create more leadership opportunities in a nationally recognized student-led organization known as the Student Representative Council at a large public South African higher education institution – the University of KwaZulu-Natal. The target population was 16 female leaders who served in the University’s Student Representative Council from 2019 to 2020 of which 13 had responded. A qualitative approach was followed and interviews were conducted. The study employed inductive qualitative thematic analysis using NVIVO 12. Findings revealed that the Student Representative Council structure at the university was patriarchal with little commitment to gender equality. Males outnumbered women in leadership roles. Portfolios assigned to women were mainly administrative rather than leadership. Females were subjected to stereotypical behavior. The study recommended ways to promote female student leadership whereby policy and constitution change is required to facilitate gender equality and the implementation of quotas. Women should be empowered to enhance their leadership skills via effective leadership development programs specifically designed for females to address the leadership gap between males and females.

Organizations must attain a sustainable competitive advantage via the workforce. Active employee engagement can foster motivation and provide intrinsic job satisfaction. This study aims to analyze the impact of prospective intrinsic factors on the turnover intention of academic staff in the educational service industry in Anhui, China. A quantitative study method was devised using the Daniel Pink’s theory with a survey questionnaire consisting of 51 items. The study used a 5-point Likert scale. Nonprobability sampling with the snowball method was exercised for 403 fully completed responses for data analysis using the SPSS program version 23. The Pearson correlation analysis revealed a significant and robust inverse relationship between employee turnover intention and all of the independent variables examined (r² = 55.06 for managerial behavior empowerment, r² = 54.76 for psychological empowerment, r² = 54.46 for career growth opportunity, r² = 63.84 for organizational commitment, and r² = 27.46 for compensation). The multiple regression analysis was subsequently implemented. The model evaluation yields an adjusted R² value of 0.685, signifying that the independent variables collectively account for approximately 69% of the variance in the dependent variable, except for compensation, which exhibits a significant positive correlation with turnover intention. However, it is impossible to disregard the impact of compensation as the silence factor. Appropriate delivery of this baseline reward is necessary to ensure that it satisfies the fundamental requirements of the employee and fosters intrinsic motivation.

Acknowledgment
This study received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.