Dinamika kepemimpinan dalam organisasi modern
Abstract
Leadership is one of the most crucial aspects in determining the direction, development, and success of an organization. Leaders are not only responsible for giving instructions, but also for acting as inspirators, communicators, and driving forces in organizational change processes. This article comprehensively examines leadership dynamics, including human relations in leadership, variations of leadership styles, and the role of leaders as agents of change. The analysis is based on the work of (Tampubolon, 2022) and is strengthened by cross-generational leadership theories that emphasize behavioral aspects, human relations, and leadership effectiveness (Fiedler, 1967; Thoha, 2006). To enrich the ethical dimension of modern leadership, this study integrates the prophetic leadership model as a form of spiritual leadership that emphasizes moral values, integrity, and social responsibility in leadership practices (Fathih et al., 2024). The findings indicate that leadership dynamics are not merely a matter of style and position, but rather reflect a leader’s ability to understand people, interpret situations, and navigate change effectively. Through adaptive, participatory, and communicative leadership grounded in ethical values, organizations can achieve long-term sustainability.
Downloads
References
Arridlo, M. (2025). Strategi kepemimpinan kepala sekolah dalam meningkatkan profesionalisme dan kinerja guru di SDI Mohammad Hatta Kota Malang. Universitas Islam Negeri Maulana Malik Ibrahim.
Aulia, M. R., Husin, H., Nasution, A., Sofie, P. N. H., & Mauliza, E. (2024). Kewirausahaan 5.0: Ditinjau dari Kepemimpinan dan Adversitas Kewirausahaan. PT. Sonpedia Publishing Indonesia.
Bonner, H. (1959). Group dynamics: Principles and applications. Shri Sai Printographers.
Fathih, M. A., Supriyatno, T., & Tharaba, M. F. (2024). Prophetic Leadership as an Effort to Plant Moderate Value of Santri. Nidhomul Haq: Jurnal Manajemen Pendidikan Islam, 9(2), 270–286. https://repository.uin-malang.ac.id/19738/
Fiedler, F. E. (1967). A THEORY OF LEADERSHIP EFFECTIVENESS. MCGRAW-HILL SERIES IN MANAGEMENT.
Hambali, M., Muttaqin, I., & Mubarak, R. (2023). Towards harmony and balance: A policy framework for state Islamic higher education leaders in nurturing student religious moderation. Al-Tanzim: Jurnal Manajemen Pendidikan Islam, 7(3), 907–922. https://repository.uin-malang.ac.id/15351/
Maksum, I., & Khan, R. B. F. (2023). Kepemimpinan spiritual dalam organisasi milenial: Integrasi teori pertukaran sosial. Inara Publisher. https://repository.uin-malang.ac.id/17338/
Ramadhani, A., M. Muttaqin, Jefrizal Yunus, & Vina Putri. (2024). Kepemimpinan pendidikan Islam. Maliki Interdisciplinary Journal, 2(6). https://urj.uin-malang.ac.id/index.php/mij/article/view/6539
Setiyadi, D., Kom, S., Kom, M., & Jumaedi, J. (2025). Kepemimpinan yang Menghidupkan: Transformasi SDM Melalui Nilai, Empati, dan Karakter. Alungcipta.
Siregar, N. M. (2016). Karakteristik Komunikator dalam Kepemimpinan. Hikmah, 10(1).
Tampubolon, M. (2022). Dinamika kepemimpinan. SKYLANDSEA PROFESIONAL Jurnal Ekonomi, Bisnis Dan Teknologi, 2(1), 1–7.
Thoha, M. (2006). Kepemimpinan dalam manajemen.
Copyright (c) 2026 Lailatul Fithriyah
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work’s authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal’s published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
