KEPEMIMPINAN AUTENTIK DAN PERILAKU SABOTASE PENGETAHUAN: SEBUAH PENGUJIAN TEORI SELF-DETERMINATION

Authors

  • Dewi Dewi Pascasarjana Universitas Lancang Kuning
  • Adi Rahmat Pascasarjana Universitas Lancang Kuning
  • Muhammad Rasyid Abdillah Pascasarjana Universitas Lancang Kuning

Abstract

The aim of this research is to expand knowledge and understanding related to a phenomenon carried out scientifically by considering its relevance on practical use, as well as contributing to the managerial (practical) field. This research uses quantitative research methods. Authentic leadership also ensures that everything in the organization is going well, especially the dissemination of knowledge. Knowledge in the company is the act of making knowledge available to others in the company. Mastery of knowledge by one or two people will be very detrimental to the company. It is a form of knowledge sabotage behavior, which is acting against the organization or company with the aim of bringing down the company and harming others, and at the same time pursuing personal ego.

References

[1] Anita, Rizqa, dkk. 2021. Authentic Leader and Internal Whistleblowers: Testing a Dual Mediation Mechanism. International Journal of Ethics and Systems, 37 (1).
[2] Azanza, G., dkk. 2015. The Effect of Authentic Leadership on Turnover Intetion. Leadership & Organization Development Journal, 36 (8).
[3] Bavik, Yuen Lam, dkk. 2018. Ethical Leadership and Employee Knowledge Sharing: Exploring Dual-mediation Paths. The Leadership Quarterly, 29.
[4] Budiman. 2015. Pengaruh Kualitas Hubungan Antara Atasan – Bawahan Terhadap Perilaku Kerja Kontra Produktif (Studi pada Perawat Rumah Sakit Khusus Mata Palembang). PSIKIS-Jurnal Psikologi, 1 (2).
[5] Josef, Edward Stephanus. Pengaruh dimensi Keadilan Organisasional Terhadap Perilaku Kerja Kontraproduktif Karyawan (Studi pada Devisi ATK-Mart PT. Gading Murni Surabaya). Jurnal Ilmu Manajemen, 5 (1).
[6] Mazutis, Daina. 2011. Authentic Leadership” dalam W. Glenn Rowe and Laura Guerrero, eds., Cases in Leadership. Thousand Oaks. California: Sage Publications.
[7] Muhammad, Alfan. 2013. Pengantar Filsafat Nilai. Bandung: Pustaka Setia.
[8] Nugraha, Bramantio Adi, dkk. 2021. Kepemimpinan Profetik, Etos Kerja Islami, dan Perilaku Kerja Kontraproduktif pada Pegawai Negeri SIpil (PNS). Jurnal Psikologi Sains dan Profesi (Journal Psychology of Science and Profession), 5 (1).
[9] Schunk, Dale H. 2012. Learning Theories: an Educational Perspective (Teori-teori Pembelajaran: Perspektif Pendidikan. Yogyakarta: Pustaka Pelajar.
[10] Serenko, Alexander. 2019. Knowledge Sabotage as an Extreme Form of Counterproductive Knowledge Behavior: Conceptualization, Typology, and Empirical Demontration. Jornal of Knowledge Manajemen, 23 (7).
[11] Winbaktianur dan Sutono. 2019. Kepemimpinan Otentik dalam Organisasi. Jurnal Psikologi Islam Al-Qalb, 10 (1).

Downloads

Published

2022-12-04

Issue

Vol. 1 No. 1 (2022): Joint Seminar Pascasarjana IAIN Batusangkar dan Pascasarjana Universitas Lancang Kuning

Section

Articles

License

Authors who publish with this journal agree to the following terms:

  • 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.