Human capacity development in Indonesia: leadership and managerial ideology in Javanese organizations

Abstract

In this paper, leadership is viewed as a driver for change, showing directions towards a society with high adaptive capacity. This study, in particular, investigates whether the eight ancient principles of Javanese statesmanship (Asta Brata) can be employed as change agents for analysing managerial leadership excellence in Javanese organizations. Factor analysis, regression modelling and structural modelling are used to explain what constitutes leadership excellence in Javanese organizations. These findings based on the perceptions of 312 Javanese managers suggest they favour a paternalistic leadership style that is nurturing but not authoritative. This then calls for institutions that stimulate progressive leadership and entrepreneurial leadership as necessary but not sufficient until tempered with personal quality factors such as trustworthiness, dependable and discerning behaviours, patience and decisive action and acknowledgement of environmental influence.

Keywords:

• Cultural modelling
• Indonesia
• Java
• leadership excellence
• managerial behaviours
• paternalism

Acknowledgements

We wish to thank the participating universities in Indonesia and the officials who offered assistance in the distribution and data collection. We would also like to thank the five APBR reviewers, the two editors and Professor Gordon Redding, Editor special edition APBR on Human Capital for their assistance and detailed feedback, which assisted in developing a quality manuscript fit for publication. Ethics approval for this research was granted by Universitas Pembangunan Nasional ‘Veteran’ Yogyakarta, Lementrian Pendidikan dan Kebudayaan Indonesia.

Notes

1. Refers to the ability of the system to adapt in the face of changing environment.

2. Leadership seen as contributing to the development of an effective society through the development of relational networks.

3. MBA and Master’s business program students also employed in organizations have often been used as proxy for managers in research, including Heuer, Cummings, and Hutabarat (1999) in their study of managers in Indonesia.