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Visionary Leadership for Implementing Quality Culture: Empirical Evidence in Indonesian Private Higher Education

Anik Herminingsih 1, Agus Arijanto 1, Ralmafatma 2, and Ahmad Yamin 2
1. Universitas Mercu Buana/Management, Jakarta, Indonesia
2. Social Department, Sumbawa Besar, Institut Sosial dan Ilmu Budaya, Indonesia
Abstract— Government has a regulatory role for all universities in Indonesia. The form of regulation has shifted towards the granting of autonomy to tertiary institutions through the implementation of the Internal Quality Assurance System (SPMI) which is a cycle of continuous improvement to create a quality culture. This study conducted with multiple linear regression analyses to determine the effect of the visionary leadership dimensions toward the quality culture of higher educations. The samples are 149 academic and non-academic staffs taken randomly from Universitas Mercu Buana and Institut Ilmu Sosial dan Budaya Samawa Rea. The results showed that the visionary leadership behavior as a guiding direction, as an agent of change, and as a spokesperson had a positive and significant effect on the quality culture of higher education. Visionary leadership behavior as a guide (coach) has a negative and significant effect on the quality culture of higher education.

Index Terms—first term, second term, third term, fourth term, fifth term, sixth term

Cite: Anik Herminingsih, Agus Arijanto, Ralmafatma, and Ahmad Yamin, "Visionary Leadership for Implementing Quality Culture: Empirical Evidence in Indonesian Private Higher Education," Journal of Advanced Management Science, Vol. 8, No. 4, pp. 135-140, December 2020. doi: 10.18178/joams.8.4.135-140
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