The compassionate leadership profile: A case study in the saving and loan cooperative leadership of Bhina Raharja

Main Article Content

Syahrul Alim
Novita Paradhita Wulandari
Titin Florentina Purwasetiawatik

Abstract

The leadership style has a big impact on how well an organization achieves its objectives and it serves as the driving force behind the organizations decision-making. An ideal organization employs an effective and efficient leadership style. This study aims to observe the leadership behaviors at Bhina Raharja Savings and Loan Cooperative in Central Java. In-depth interviews were conducted to four informants: the top leader, human resource, branch leader, and treasurer. The findings revealed that the leadership present was unique and distinct. Every process was based on trust and fraternity, and the leadership was generally pleasant. The organization's mission was not limited to monetary gains. Furthermore, the courageous attitude of giving in and valuing brotherhood became a distinguishing feature. This leadership style is known as compassionate leadership, and it has been used in the Bhina Raharja Cooperative by highlighting the elements of trust, kindness, and humanity.

Article Details

How to Cite
Alim, S., Wulandari, N. P., & Purwasetiawatik, T. F. (2021). The compassionate leadership profile: A case study in the saving and loan cooperative leadership of Bhina Raharja. Communications in Humanities and Social Sciences, 1(2), 54–60. https://doi.org/10.21924/chss.1.2.2021.16
Section
Articles

References

Alim, S., & Hidayat, R. (2018). Psychometric properties of performance appraisal instrument: individual work performance questionnaire (IWPQ). (Unpublished thesis). UGM, Yogyakarta.

Barling, J., Loughlin, C., & Kelloway, E. K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of applied psychology, 87(3), 488–496.

Barr, J., & Dowding, Leslay. (2009). The nature of leadership (2nd ed.). UK: Sage Publications Ltd.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. (Mahwah, Ed.) (2nd ed.). New Jersey: Lawrence Erlbaum Associates, Inc.

Bryman, A. (2004). Qualitative research on leadership: A critical but appreciative review. The leadership quarterly 15, 729–769.

Cândida, R., Júlia, M., & Parreira, P. (2014). Effective leadership : Competing Values Framework. Procedia Technology, 16, 921–928.

Creswell, J. W. (2003). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, California: Sage.

Creswell, J. W. (2012). Research Design (Third). Sage Publication, Inc.

Crowe, S., Cresswell, K., Robertson, A., Huby, G., Avery, A., & Sheikh, A. (2011). The case study approach. http://www.biomedcentral.com/1471-2288/11/100

Cummings, T. G., & Worley, C. G. (2009). Organization development & change. (9th ed). Mason, USA: South-Western Cengage Learning.

Dabke, D. (2016). Impact of Leader’ s Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View. Business Perspectives and Research 4(1), 27–40.

De Zulueta P. C. (2015). Developing compassionate leadership in health care: an integrative review. Journal of healthcare leadership, 8, 1–10.

Ellington, L. (2016). The Neurobiology of Compassionate Leadership, 1–17. Retrieved from https://www.cmhnetwork.org/wp-content/uploads/2021/05/The-Neurobiology-of-Compassionate-Leadership.pdf

Gholiyah, Y. D., Nashori, H. F., & Diana, R. R. (2021). The effect of empathy to bystander’ s role towards bullying at school through moral disengagement as a mediator. Communications in Humanities and Social Sciences, 1(1), 16–23.

Goleman, D., Boyatzis, R., & Mc Kee, A. (2004). Primal Leadership, Realizing the Power of Emotional Intelligence (1st ebook). Harvard Business School Press.

Green, J., & Thorogood, N. (2009). Qualitative methods for health research. (2nd ed). London, UK: Sage publication.

Hodges, J., & Howieson, B. (2016). The challenges of leadership in the third sector. European Management Journal, 1–9.

Holt, S., & Marques, J. (2012). Empathy in leadership: appropriate or misplaced? an empirical study on a topic that is asking for attention. J Bus Ethics, 105, 95–105.

Jiang, L., & Probst, T. M. (2016). Transformational and passive leadership as cross-level moderators of the relationships between safety knowledge , safety motivation , and safety participation. Journal of Safety Research, 57, 27–32.

Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: a qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.

Kauzes, J. M., & Pozner, B. Z. (1997). Leadership challenge, how to keep getting extraordinary things done in organizations. The Jossey Bass Management Series. San Francisco, California: Jossey-Bass Publishers.

Krippendorf, K. (1980). Content analysis: An introduction to its methodology. Beverly Hills, CA: Sage Publications.

Lian, A. B. (2020). Compassion : At the Heart of Management and Leadership, (9). Retrieved from https://www.msf.gov.sg/ODGSW/social-insights/Documents/Compassion At the Heart of Management and Leadership.pdf

Ma, Y., Kwok, R., Yuen, K., Wai, E., & Lee, M. (2016). Effective leadership for crowd evacuation. Physica 450, 333–341.

Mashuri, M. F. (2015). Nilai budaya siri na pacce dengan komitmen perkawinan pada etnis bugis-makassar. UMM. Retrieved from http://eprints.umm.ac.id/id/eprint/23617

Mittal, S., & Dhar, R. L. (2016). Effect of green transformational leadership on green creativity : A study of tourist hotels. Tourism Management, 57, 118–127.

Neill, M.W. and Saunders, N. S. (2008). Servant Leadership-Enhancing quality of care and staff satisfaction. Journal of Nursing Administration, 38, 395-400.

Poorkavoos, M., Jenkins, M., Clayton, H., Lucy, D., & Bradley, A. (2016). Research Paper Compassionate Leadership: What is and why do organizations need of it? Retrieved from https://www.roffeypark.ac.uk/wp-content/uploads/2020/07/Compassionate-Leadership-Booklet.pdf

Russell, C., & Gregory, D. (2003). Evaluation of qualitative research studies. Evidence-Based Nursing, 38.

Schöttl, L. (2015). The concept of moral integrity and its implications for business, KICG-Forschungspapiere. Konstanz. Retrieved from https://www.econstor.eu/bitstream/10419/125929/1/845676571.pdf

Tempo, D. (2021, February). Jumlah UMKM di Indonesia. Data Tempo. Retrieved from https://data.tempo.co/data/1111/jumlah-umkm-di-indonesia#:~:text=Pada 2016%2C tercatat ada 61,UMKM mencapai 64%2C2 Juta.

Thu, T., Mia, L., Winata, L., & Chong, V. K. (2017). Effect of transformational-leadership style and management control system on managerial performance. Journal of Business Research, 70, 202–213.

Utama, R. Y., Palani, H., & Rabbani, A. Z. (2021). Giving more enhances your happiness : Evidence from Indonesia. Communications in Humanities and Social Sciences, 1(1), 24–34.

van Luijk, H. (2004). Integrity in the Private, the Public, and Corporate Domain. In G. G. Brenkert (Ed.). Corporate Integrity and Accountability, 38–54.

Vroom, V. H., & Jago, A. (2007). The role of the situation in leadership. American Psychologist, 62, 17–24.

Waterman, H. (2011). Principles of ‘servant leadership’ and how they can enhance practice. Nursing Management, 17, 24–26.

West, M., Eckert, R., Collins, B., & Chowla, R. (2017). Caring to change, (May). Retrieved from https://www.kingsfund.org.uk/sites/default/files/field/field_publication_file/Caring_to_change_Kings_Fund_May_2017.pdf