International Journal of Academic Research in Business and Social Sciences

search-icon

Nexus Leadership Theory to Practice: Educational Leadership Development Through Service Learning Malaysia - University For Society (Sulam)

Open access

Intan Maizura Abd Rashid, Mohd Rasdi Zaini, Muhammad Fairuz Jamil, Amizatul Hawariah Awang, Mastura Roni, Akmal Adanan, Syahril Iman Faisal

Pages 1286-1294 Received: 17 Nov, 2022 Revised: 19 Dec, 2022 Published Online: 20 Jan, 2023

http://dx.doi.org/10.46886/IJARBSS/v13-i1/10317
Institutions must take into account the factors that make leadership experiences relevant in order to offer students high-quality leadership opportunities. It is crucial that formal education in leadership theories and principles, real-world experience, and reflection on those experiences in light of formal education constitute a well-rounded trio that makes up leadership education through service learning Malaysia - university for society (SULAM). An effective collaboration between student affairs and academic affairs produces experiences that deepen this discernment, a live laboratory for knowledge acquisition, and the chance for thoughtful insights from fusing theory and practise. This idea is supported by theoretical frameworks in leadership education, experiential learning, and reflection. Experience-based education, or service learning, incorporates real-world situations into the academic curriculum. Constructivism and experiential education, which have contributed to framing service learning as an opportunity for students to apply their knowledge within the community, serve as its theoretical and practical pillars. These pillars include community engagement and the educational advantages of experiential learning. Before identifying the issues associated to such demands, students will first obtain an awareness of the community's needs.
Kampkotter, P., Harbring, C., & Sliwka, D. (2018). Job rotation and employee performance–evidence from a longitudinal study in the financial services industry. The International Journal of Human Resource Management, 29(10), 1709-1735.
Moussavi, S. E., Mahdjoub, M., & Grunder, O. (2018). A multi-objective programming approach to develop an ergonomic job rotation in a manufacturing system. IFAC-PapersOnLine, 51(11), 850-855.
Hymer, S. H. (1976). International operations of national firms. MIT press.
Rashid, I. M. A., Samah, I. H. A., Razali, R., Sham, M. F., Karim, N. A., Basri, H. H., ... & Zahari, M. K. (2016). The Importance of Perceived Leadership Elements in Strategic Planning at Public University. Procedia Economics and Finance, 39, 422-426.
Chen, S. Y., Wu, W. C., Chang, C. S., & Lin, C. T. (2015). Job rotation and internal marketing for increased job satisfaction and organisational commitment in hospital nursing staff. Journal of nursing management, 23(3), 297-306.
Johnson, U. U., & Kalio, N. (2018). Job Rotation and Quality of Work-life of Manufacturing Companies. J Adv Res Oper Markt Mgmt, 4(4), 1-10.
Samah, I. H. A., Shamsuddin, A. S., Abd Rashid, I. M., & Amlus, M. H. (2019) Gender Differences on Employee Value Proposition, Growth Mindset And Employee Engagement In Malaysian Hotel Sector. International Journal of Scientific & Technology Research Volume 8, Issue 12, December 2019.
Mohan, A. (2014). Consumer behaviour towards smartphone industry in Indian market. Dublin Business School.
Johannesburg. (2016). World’s top 5 selling smartphone brands. Retrieved September 17, 2016, from http://www.fin24.com/Tech/Mobile/worlds-top-5-selling-smartphone-brands-20160218
Tumi, N. S., Hasan, A. N., & Khalid, J. (2022). Impact of compensation, job enrichment and enlargement, and training on employee motivation. Business Perspectives and Research, 10(1), 121-139.
Radzi, W. N. W. M., Ramlan, S. N., Rashid, I. M. A., Samah, I. H. A., Amir, A. S. A., Husain, W. A. F. W., & Nasir, N. M. (2021). Determinants of job rotation among employees in Malaysia education sector. In AIP Conference Proceedings (Vol. 2347, No. 1, p. 020281). AIP Publishing LLC.
Ponggohong, V. N., Pangemanan, S. S., & Pandowo, M. H. (2022). ANALYZING OF JOB ENLARGEMENT AMONG THE STAFF OF FACULTY ECONOMICS AND BUSINESS SAM RATULANGI UNIVERSITY. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis dan Akuntansi, 10(1), 11-10.
Kumkale, I. (2022). Organizational Mastery: The Impact of Strategic Leadership and Organizational Ambidexterity on Organizational Agility. Springer Nature.
Laing, I. F. (2021). The impact of training and development on worker performance and productivity in public sector organizations: A case study of Ghana Ports and Harbours Authority. International Research Journal of Business and Strategic Management, 2(2).
Vasilescu, M. (2019). Leadership styles and theories in an effective management activity. Annals-Economy Series, 4, 47-52.
Ryu, H. H., & Jo, D. H. (2018). Effects of Job Rotation of Public Employees on Organizational Effectiveness. The Journal of the Korea Contents Association, 18(2), 626-641.
Wallo, A., Kock, H., Reineholm, C., & Ellstrom, P. E. (2021). How do managers promote workplace learning? Learning-oriented leadership in daily work. Journal of Workplace Learning, 34(1), 58-73.
Orpen, C. (1994). The effect of time-management training on employee attitudes and behavior: A field experiment. The Journal of psychology, 128(4), 393-396.
Wright, P. M., Snell, S. A. (1998) Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review. 23(4): 756-772.
Bass, B. M., and Bass Bernard, M. (1985), Leadership and Performance beyond Expectations.
Bass, B. M., and Stogdill, R. (1981), Bass & Stogdill's Handbook of Leadership Theory, Research, and Managerial Applications, 3rd ed., The Free Press, New York.
Conger, J. A., Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13: 471-482.