It can be said that higher education institutions in all parts of the world today have been intensively conducting research efforts to improve leadership practices in order to increase didactic efforts in higher education institutions. Looking back, the Bologna Declaration in 1999 has significantly influenced higher education to be of high quality not only in Europe, but also throughout the world.
In this case, the problem that the writer is trying to point out refers to a specific reference to higher education institutions, especially Padang State University starting from the Vision, Mission, and the goals and leadership style in realizing all of that. As we know in organizations, both higher education and other institutions, leadership is very important to achieve the success of its objectives. Without it, the organization will not be able to function, thus higher education will become chaotic and possibly collapse. Not only in terms of existence, but the essence and urgency.
Referring to the ideas of Biggs and Tang, that leaders in any higher education organization leadership have three types of leaders. First, leaders in the governance process of various adoption phases and institutionalization of higher education initiatives. Second, content experts whose role is to provide advice and coordinate technical issues. And third is a political leader with comprehensive knowledge of how the system functions and the skills needed to ensure smooth execution.
Therefore, in supporting and implementing higher education efforts to be of high quality, higher education leadership is divided into different roles and responsibilities. At the level of one tertiary educational institution there are the Chancellor, Deputy Chancellor I / Vice Chancellor, Vice Chancellor II, Vice Chancellor III, and Vice Chancellor IV. Likewise at the faculty level there are Deans, Vice Deans I, Vice Deans II, Vice Deans III, and Vice Deans IV. Then with the division of roles and responsibilities of these leaders, we are familiar with the concept of distributed leadership (shared leadership).
UNP Transformational Leadershi
Padang State University (UNP) is one of the state higher education institutions in Indonesia. UNP as one of the tertiary institutions has a vision of “Becoming an International Dignified and Reputable University” and five missions, to: carry out international quality higher education, carry out innovative research and global publications, carry out community service to solve problems and contribute to the development of the Indonesian nation, implement world class university governance, and implementing well-implemented international cooperation. As well as the objectives of seven points, including: the implementation of international quality learning, producing competitive and innovative graduates, producing innovative products that are in accordance with market needs (entrepreneurship), produce scientific publications with a global reputation, provide benefits in the economic and socio-cultural development of the Indonesian people, the implementation of cooperation at the international level that is beneficial for national development; (international faculty, international student), and produces moral and religious professionals in the fields of higher education, science, technology, sports and arts.
To realize the vision and mission, Prof. Ganefri as the Chancellor of UNP urged WR and all officials to work together in pursuit of targets that were formulated in the strategic plan (strategic plan) for the development of the 2020-2024 UNP in line with the development program delivered by the Ministry of Education and Culture. There are four discourses focused on sustaining the strategic plan. First, strengthening internal quality by developing modern and creative learning. In its realization, it is the responsibility of the Deputy of Record I to design modern and creative learning that can still meet the competency standards that must be mastered by students, not only in education, but also in research and dedication.
Second, universities are required to continue to innovate various policies and governance in UNP. Innovation must be used as a culture to stimulate students, to lecturers, to think of something new. the third thing that must be done and carried out is to maintain the spirit of the institution, the marwan of the state and this nation which must be the responsibility of all. For institutions, how to strengthen, how the international world view of UNP is getting better.
And fourth, UNP must be an intelligence campus or a smart campus. All services and processes carried out at UNP must be digitalized. This is very important. Because it is undeniable, technology that can bring us foam brings us change faster. If you cannot utilize technology optimally, you will definitely be left behind.
From the affirmation delivered by Prof. Ganefri as the leader of UNP shows the transformational leadership style. Transformational leadership was initially introduced by leadership expert James MacGregor Burns. According to Burns, transformational leadership can be seen when leaders and followers work with one another to progress to a higher level of morality and motivation. Through the power of their vision and personality, transformational leaders are able to inspire followers to change their hopes, perceptions and motivations positively and work towards shared goals. Transformational leaders are generally energetic, enthusiastic, and passionate. Is Prof. Ganefri is truly a leader with a transformational leadership style, it is not the business of the writer but indeed a necessity for Prof. Ganefri to lead the UNP transformational. Because Ganefri is the rector of UNP who was able to defeat the incumbent in 2016 and when he became incumbent in 2020, Ganefri was able to maintain it. The leadership style must now do everything in its power to ensure and maintain quality in the formulation and implementation of quality education.
