J
Journal of Economics, Management, Entrepreneurship, and Business Abnus Publisher

Academic Leadership and Human Resource Development in Private Higher Education: Evidence from STISIP Margarana Tabanan

2026-05-29
Published
43-57
Pages
OPEN
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IW
I Nyoman Gede Widiana
Department of Public Administration, STISIP Margarana Tabanan, Bali, Indonesia
AC
Anak Agung Ketut Sri Candrawati
Department of Public Administration, STISIP Margarana Tabanan, Bali, Indonesia
YM
Yerimias Mone
Department of Public Administration, STISIP Margarana Tabanan, Bali, Indonesia
Abstract

Purpose: This study aims to analyze the role of academic leadership in planning, implementing, and evaluating human resource (HR) development programs, and to identify supporting and inhibiting factors at STISIP Margarana Tabanan, Bali, Indonesia.

Research Methodology: A qualitative case study approach was employed. Data were collected through in-depth interviews, participatory observation, and documentation involving 12 purposively selected informants, including institutional leaders, program heads, lecturers, and administrative staff. Data were analyzed using thematic analysis, with triangulation and member checking ensuring data validity.

Results: Academic leadership played an active role in all stages of HR development. In planning, a Strategic HR Development Plan (2025–2030) was formulated, targeting 35% doctoral-qualified lecturers by 2028, supported by annual training needs analysis and allocation of 15% of the operational budget. Implementation included doctoral scholarships, certification programs, pedagogical training, and research mentoring. Evaluation involved performance assessments and satisfaction surveys, showing a 75% satisfaction rate. Key supporting factors included leadership commitment and budget allocation, while inhibiting factors included administrative burden, resistance to change, and limited access to international training.

Conclusions: Academic leadership demonstrates both transformational and collaborative roles, although intellectual stimulation needs strengthening.

Limitations: This study is limited to a single-case qualitative design at STISIP Margarana Tabanan, which may restrict the generalizability of the findings to other institutional contexts.

Contributions: This study proposes a Collaborative–Transformational Academic Leadership Model integrating collaborative processes as a mediating mechanism for sustainable HR development and institutional performance improvement.

Academic Leadership Human Resource Development Private Higher Education Qualitative Case Study Transformational Leadership
How to Cite
Widiana, I. N. G., Candrawati, A. A. K. S., & Mone, Y. (2026). Academic Leadership and Human Resource Development in Private Higher Education: Evidence from STISIP Margarana Tabanan. Journal of Economics, Management, Entrepreneurship, and Business, 6(1), 43-57. https://doi.org/10.52909/4ct7v494
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How to Cite

Widiana, I. N. G., Candrawati, A. A. K. S., & Mone, Y. (2026). Academic Leadership and Human Resource Development in Private Higher Education: Evidence from STISIP Margarana Tabanan. Journal of Economics, Management, Entrepreneurship, and Business, 6(1), 43-57. https://doi.org/10.52909/4ct7v494
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