Jagat Saksana Ladi: Servant Leadership in the Perspective of Javanese Culture in Surakarta

Ivan Aditya; Aditia Permana Aji; Anang Akbar Rizky Putra Halyandi; Muhammad Robeeth Fauzal Haq; Noor Rizky Tiara Putri; Asal Wahyuni Erlin Mulyadi

doi:10.22146/jlo.89208

Jagat Saksana Ladi: Servant Leadership in the Perspective of Javanese Culture in Surakarta

https://doi.org/10.22146/jlo.89208

Ivan Aditya⁽¹⁾, Aditia Permana Aji⁽²⁾, Anang Akbar Rizky Putra Halyandi⁽³⁾, Muhammad Robeeth Fauzal Haq⁽⁴⁾, Noor Rizky Tiara Putri⁽⁵⁾, Asal Wahyuni Erlin Mulyadi^(6*)

(1) Universitas Sebelas Maret
(2) Universitas Sebelas Maret
(3) Universitas Sebelas Maret
(4) Universitas Sebelas Maret
(5) Universitas Sebelas Maret
(6) Universitas Sebelas Maret
(*) Corresponding Author

Abstract

Introduction/Main Objectives: This research explores the application of Servant Leadership through a Javanese cultural lens among public sector leaders in Surakarta. Background Problems: The evolving leadership paradigm requires an understanding of how local implementation is and of the concept of Servant Leadership within the hierarchical Javanese context. Novelty: A theoretical gap exists in integrating Western service models with unique Javanese cultural values. "Jagat Saksana Ladi" framework showing how Javanese cultural leadership values modify and reinforce the universal characteristics of Servant Leadership. Research Methods: We conducted a phenomenological study using in-depth interviews with public organization leaders across various clusters to explore their lived experiences. Finding/Results: Leaders merge broad vision (Jagat), exemplary conduct (Saksana), and service-driven action (Ladi). This empirical alignment confirms that culturally contextualized Servant Leadership is internalized as a spiritual and ethical philosophy. Conclusion: Servant leadership in Surakarta reflects a deep internalization of Javanese ethics, demonstrating that culturally adaptive leadership is vital for inclusive public service, highlighting the need for broader cross-cultural research.

Keywords

Servant Leadership; Javanese Culture; Phenomenology Research

Full Text:

PDF

References

Alenazy, H. M., & Alsulami, A. F. (2025). The mediating role of culture: Servant leadership and faculty loyalty in Saudi public universities. Journal of Posthumanism, 5(5), 2312–2325. http://doi.org/10.63332/joph.v5i5.1618

Apriyanto, H. (2016). Perbandingan gaya kepemimpinan Basuki Tjahaja Purnama dan Ali Sadikin (Hubungan Gubernur DKI Jakarta dengan DPRD DKI Jakarta) [Comparison of leadership styles of Basuki Tjahaja Purnama and Ali Sadikin (Relationship between the Governor of DKI Jakarta and the DKI Jakarta DPRD)] (Bachelor's thesis, UIN Syarif Hidayatullah, Jakarta, Indonesia). Retrieved from https://repository.uinjkt.ac.id/dspace/handle/123456789/41064

Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), 511–521. http://doi.org/10.1037/a0038036

Ehrnrooth, M., Koveshnikov, A., Balabanova, E., & Wechtler, H. (2024). Western and non-western leadership styles and employee wellbeing: A case of a high-power distance context. Frontiers in Psychology, 14, Article 1261893. http://doi.org/10.3389/fpsyg.2023.1261893

Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261–269.

Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (L. C. Spears, Ed.; 25th anniversary ed.). Paulist Press.

Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. http://doi.org/10.1016/j.leaqua.2008.01.006

Liu, C., Mi, X., & Gao, Y. (2023). How servant leadership influence employee service quality of fitness centers during COVID-19: The interacting effects of self-efficacy. Psychology Research and Behavior Management, 16, 801–815. http://doi.org/10.2147/PRBM.S395377

Mittal, R., & Dorfman, P. W. (2012). Servant leadership across cultures. Journal of World Business, 47(4), 555–570. http://doi.org/10.1016/j.jwb.20 12.01.009

Noble, H., & Smith, J. (2015). Issues of validity and reliability in qualitative research. Evidence Based Nursing, 18(2), 34–35. http://doi.org/10.1136/eb-2015-102054

Oktaviani, F., Rooney, D., McKenna, B., & Zacher, H. (2016). Family, feudalism and selfishness: Looking at Indonesian leadership through a wisdom lens. Leadership, 12(5), 538–563. http://doi.org/10.1177/1742715015574319

Pasaribu, E. N., & Yuwanto, L. (2021). Nguwongke wong: Konsep servant leadership masyarakat Jawa [Nguwongke wong: The concept of servant leadership in Javanese society]. Jurnal Diversita, 7(2), 221–230. http://doi.org/10.31289/diversita. v7i2.4871

Passakonjaras, S., Hartijasti, Y., & Rajiani, I. (2019). Servant leadership: An empirical study of Indonesian managers across different ethnic groups. Polish Journal of Management Studies, 20(2), 391–402. http://doi.org/10.17512/pjms.2019. 20.2.33

Pradanta, S. W., Sudardi, B., & Subiyantoro, S. (2015). Kajian nilai-nilai budaya Jawa dalam tradisi bancaaan weton di Kota Surakarta (Sebuah kajian simbolisme dalam budaya Jawa) [Study of Javanese cultural values in the bancaaan weton tradition in Surakarta city (A study of symbolism in Javanese culture)]. LINGUA: Journal of Language, Literature and Teaching, 12(2), 155–172. http://doi.org/10.30957/ lingua.v12i2.25

Rahmadani, V. G., & Schaufeli, W. B. (2022). Engaging leadership and work engagement as moderated by diuwongke: An Indonesian study. The International Journal of Human Resource Management, 33(7), 1267–1295. http://doi.org/10.1080/095 85192.2020.1799234

Sanders, P. (1982). Phenomenology: A new way of viewing organizational research. The Academy of Management Review, 7(3), 353. http://doi.org/10.2307/257327

Sugiyono. (2021). Metode penelitian kuantitatif kualitatif dan R&D [Quantitative qualitative and R&D research methods] (2nd ed.). Alfabeta.

Tsui, A. S. (2004). Contributing to global management knowledge: A case for high quality indigenous research. Asia Pacific Journal of Management, 21(4), 491–513. http://doi.org/10.1023/B:APJM.0000048715.35108.a7

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261. http://doi.org/10.1177/0149 206310380462

Wills, A. (2020). Phenomenological study on the impact of servant leadership for establishing a culture of high performance as perceived by middle school principals (Doctoral dissertation, Umass Global, California, USA). Retrieved from https://digitalcommons.umassglobal.edu/edd_dissertations/351

Wiryopranoto, S., Herlina, N., Marihandono, D., & Tangkilisan, Y. B. (2017). Ki Hajar Dewantara, pemikiran dan perjuangannya [Ki Hajar Dewantara, his thoughts and struggles]. Museum Kebangkitan Nasional, Kementerian Pendidikan dan Kebudayaan.

Zada, S., Khan, J., Saeed, I., Jun, Z. Y., Vega-Muñoz, A., & Contreras-Barraza, N. (2022). Servant leadership behavior at workplace and knowledge hoarding: A moderation mediation examination. Frontiers in Psychology, 13, Article 888761. http://doi.org/10.3389/fpsyg.2022.888761

DOI: https://doi.org/10.22146/jlo.89208