Leadership in Muhammadiyah: A Case Study of the Muhammadiyah Organisation in Kudus Regency
DOI:
https://doi.org/10.33096/jmb.v10i2.646Keywords:
Muhammadiyah, Leadership, Islamic Leadership, Western Leadership, non-profit oriented organizationAbstract
Muhammadiyah, the world's largest Islamic organisation, grows by preaching amar ma'ruf nahi mungkar and non-profit Islamic leadership programmes that empower communities. Islamic leadership differs from western leadership, which is frequently the mecca of organisations. The Kudus branch of Muhammadiyah has grown rapidly, as shown by its charities in different community areas. Methods of research The qualitative case study method collects data through interviews, observation, and documentation across time. The strategy was used to focus and deepen study on Muhammadiyah leadership in Kudus organisations. Results of research Muhammadiyah leaders understand leadership well. The success of Muhammadiyah's collective-collegial leadership in the Kudus region is attributed to its persistence in applying seven Islamic leadership principles: justice, amar ma'ruf nahi munkar, ihsan, wisdom, humility, service to the people, visionary, and deliberation.
Downloads
References
Aabed, A. (2005). A study of Islamic leadership theory and practice in K–12 Islamic schools in Michigan. Brigham Young University. https://search.proquest.com/openview/db986c9cd929f74cb1d093e3fd237a74/1?pq-origsite=gscholar&cbl=18750&diss=y
Afandi. (2023). Not Number Two, Muhammadiyah is the World's Largest Modern Islamic Organization. Muhammadiyah.
Agham, N. C. (1997). Tracing the History of the Birth and Development of the Muhammadiyah Student Association. Jakarta: Pers Perkasa and Dikdasmen PP Muhammadiyah.
Ahmad, S. (2015). Green Human Resource Management: Policies and practices. Cogent Business and Management, 2(1). https://doi.org/10.1080/23311975.2015.1030817
Beekun, R. I. (2012). Character centered leadership: Muhammad (p) as an ethical role model for CEOs. Journal of Management Development, 31(10), 1003–1020. https://doi.org/10.1108/02621711211281799
Campbell, F. A. K. (2008). Exploring internalized ableism using critical race theory. Disability & Society, 23(2), 151–162. https://doi.org/10.1080/09687590701841190
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis. Journal of Business Ethics, 116(2), 433–440. https://doi.org/10.1007/s10551-012-1470-8
Collins, A. (1991). A Cognitive Apprenticeship for Disadvantaged Students. https://eric.ed.gov/?id=ED338729
Escandon-Barbosa, D., Ramirez, A., & Salas-Paramo, J. (2022). The effect of cultural orientations on country innovation performance: hofstede cultural dimensions revisited? Sustainability, 14(10), 5851. https://doi.org/10.3390/su14105851
Gilliland, S. W. (1993). The Perceived Fairness of Selection Systems: An Organizational Justice Perspective. Academy of Management Review, 18(4), 694–734. https://doi.org/10.5465/amr.1993.9402210155
Groves, K. S. (2005). Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership. Journal of Management, 31(2), 255–277. https://doi.org/10.1177/0149206304271765
Haddara, M., & Enanny, F. (2009). Leadership: an Islamic perspective. Memorial University of Newfoundland.
Hendri, M. I. (2019). The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance. International Journal of Productivity and Performance Management, 68(7), 1208–1234. https://doi.org/10.1108/IJPPM-05-2018-0174
Herdiansyah, H. (2010). Qualitative research methodology for the social sciences. Salemba Humanika. https://slims.bakrie.ac.id/index.php?p=show_detail&id=752&keywords=
Kool, M., & van Dierendonck, D. (2012). Servant leadership and commitment to change, the mediating role of justice and optimism. Journal of Organizational Change Management, 25(3), 422–433. https://doi.org/10.1108/09534811211228139
Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. Springer Science & Business Media. https://doi.org/10.1177/0899764000291S009
Moore, M. H. (2000). Managing for value: Organizational strategy in for-profit, nonprofit, and governmental organizations. Nonprofit and Voluntary Sector Quarterly, 29(1_suppl), 183–204.
Moten, A. R. (2011). Leadership in the West and the Islamic world: A comparative analysis. World Applied Sciences Journal, 15(3), 339–349.
Mukhopadhyay, S., & Gupta, R. K. (2014). Survey of qualitative research methodology in strategy research and implication for Indian researchers. Vision, 18(2), 109–123. https://doi.org/10.1177/0972262914528437
Nashir, H., Qodir, Z., Nurmandi, A., Jubba, H., & Hidayati, M. (2019). Muhammadiyah's Moderation Stance in the 2019 General Election: Critical Views from Within. Al-Jami'ah: Journal of Islamic Studies, 57(1), 1–24. https://doi.org/10.14421/ajis.2019.571.1-24
Nawawi, H. (1993). Leadership According to Islam. (No Title).
Pasha, M. K., &; Darban, A. A. (2000). Muhammadiyah as an Islamic movement: in historical and ideological perspective. (No Title). https://cir.nii.ac.jp/crid/1130282270242930048
Raharjani, D. S., &; Mas'ud, F. (2017). ISLAMIC LEADERSHIP PRACTICE (Case Study on Head of Non-Medical Section of Roemani Muhammadiyah Hospital Semarang). Diponegoro Journal Of Management, 6(3), 200–212. https://ejournal3.undip.ac.id/index.php/djom/article/view/17339
Sandelowski, M. (1993). Rigor or rigor mortis: The problem of rigor in qualitative research revisited. Advances in Nursing Science, 16(2), 1–8.
Setiawan, F., Sucipto, &; Kurniati, D. L. (2010). Strengthening the spirit of Muhammadiyah education. Pyramedia.
Steenbrink, K. (1994). Hamka (1908-1981) and the integration of the Islamic Ummah of Indonesia. Studia Islamika, 1(3), 119–147. https://doi.org/10.15408/sdi.v1i3.851
Sugiyono Prof, D. (2011). Prof. Dr. Sugiyono, Qualitative Quantitative Research Methods and R&D. Intro (PDFDrive).pdf. Bandung Alf, 143.
Tremblay, M., Gaudet, M.-C., & Parent-Rocheleau, X. (2021). How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation. Journal of Leadership & Organizational Studies, 28(2), 237–255. https://doi.org/10.1177/1548051821989289
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Jurnal Manajemen Bisnis
This work is licensed under a Creative Commons Attribution 4.0 International License.
