ACCELERATING TALENT DEVELOPMENT FOR THE NEXT LEADER: LESSON LEARNED FROM DOMPET DHUAFA
DOI:
https://doi.org/10.24191/JIPSF/v6n12024_43-50Keywords:
Continuous Professional Development, LEAP, Mentoring LeadershipAbstract
This research illustrates the importance of a leadership-based professional development program known as the "Leadership Enhancement and Advancement Program" (LEAP) in the context of the non-profit organization Dompet Dhuafa. The LEAP program is designed to develop competencies and train leadership skills of Dompet Dhuafa employees. The research method used in this study is qualitative research, focusing on the analysis of LEAP program documents, the analysis of LEAP participants' essays on leadership, and the results of interviews with 24 LEAP participants. This study aims to describe the contribution of leadership-based professional development programs to regeneration in Dompet Dhuafa, as well as to explain participants' perceptions of the LEAP program. The results revealed that the LEAP program has made a significant contribution to developing the competence and leadership skills of Dompet Dhuafa employees. The program has fostered positive career development, the development of future leaders, and the improvement of overall organizational effectiveness. In the document analysis, key findings included increased participant participation in strategic projects, increased understanding of leadership principles, and improved teamwork among Dompet Dhuafa employees. Meanwhile, interviews with LEAP participants revealed positive perceptions of the program, with participants highlighting the personal and professional benefits they gained from LEAP. The research emphasizes that leadership-based professional development programs such as LEAP can be an effective tool in preparing competent and qualified cadres for non-profit organizations. With a focus on developing leadership competencies, such programs can enhance an organization's capacity to achieve its goals and provide long-term benefits to participants and the organizations they serve themselves as leaders and help LEAP participants grow into future leaders of Dompet Dhuafa.
References
Airyq, I. M., Hubeis, A. V. S., & Sukmawati, A. (2023). Pengaruh Kompetensi, Kepemimpinan dan Budaya Organisasi Terhadap Kinerja Sumber Daya Manusia. Jurnal Aplikasi Bisnis Dan Manajemen. https://doi.org/10.17358/jabm.9.1.285
Arthur, M. B., & Kram, K. E. (1985). Mentoring at Work: Developmental Relationships in Organizational Life. Administrative Science Quarterly, 30(3), 454. https://doi.org/10.2307/2392687
Bodilenyane, K., & Mooketsane, K. (2019). Transformational Leadership and Mentoring: A Panacea for Capacity Building. In OR Tambo International Airport.
Buckner, E. B. (2019). Leadership mentoring is needed! In Aquichan (Vol. 19, Issue 4, pp. 1–5). Universidad de La Sabana. https://doi.org/10.5294/aqui.2019.19.4.1
Final Report Leadership Enrichment and Acceleration Program Batch 1, 2021. Jakarta: Inspirasi Melintas Zaman.
Gray, J. A. (2018). Leadership Coaching and Mentoring: A Research-Based Model for School Partnerships. International Journal of Education Policy and Leadership, 13(12). https://doi.org/10.22230/ijepl.2018v13n12a844
Hess, J. D., & Bacigalupo, A. C. (2013). Applying emotional intelligence skills to leadership and decision-making in non-profit organizations. Administrative Sciences, 3(4), 202–220. https://doi.org/10.3390/admsci3040202
Hodgson, A. K., & Scanlan, J. M. (2013). A Concept Analysis of Mentoring in Nursing Leadership. Open Journal of Nursing, 03(05), 389–394. https://doi.org/10.4236/ojn.2013.35052
Lane, J.-E., & Wallis, J. (2009). Non-profit organizations in public policy implementation (Vol. 1, Issue 7). http://www.academicjournals.org/jpapr
Lim, S. L., & Yeo, K. J. (2021). A systematic review of the relationship between motivational constructs and self-regulated learning. International Journal of Evaluation and Research in Education, 10(1), 330–335. https://doi.org/10.11591/IJERE.V10I1.21006
McCauley, C.D. (2005) ‘The Mentoring Tool’, Advances in Developing Human Resources, vol. 7, no. 4, pp. 443-445.
Nadler, D. A., & Tushman, M. L. (1990). Beyond The Charismatic Leader: Leadership and Organizational Change.
Pintrich, P. R. (2004). A Conceptual Framework for Assessing Motivation and Self-Regulated Learning in College Students. In Educational Psychology Review (Vol. 16, Issue 4).
Ragins, B. Rose., & Kram, K. E. (2007). The handbook of mentoring at work : theory, research, and practice. Sage Publications.
Sapa’at, A. (2022). A Rasch Analysis of Student’s Motivation and Learning Strategies in Dompet Dhuafa. Presented at the 2022 International Conference on Innovation in Open and Distance Learning (INNODEL), 28-29 November 2022, Bali.
Susabowska, K. (2015). Mentoring and its Meaning for HRD in All-Consuming Organizations. In International Journal of Engineering and Industrial Management 4 International Journal of Engineering and Industrial Management (Vol. 4).
Zimmerman, B. J. (2002). Becoming a self-regulated learner: An overview. In Theory into Practice (Vol. 41, Issue 2, pp. 64–70). Ohio State University Press. https://doi.org/10.1207/s15430421tip4102_2
Downloads
Published
Issue
Section
License
Copyright (c) 2024 Asep Sapa’at
This work is licensed under a Creative Commons Attribution 4.0 International License.
