LEADERSHIP COMPETENCY DEVELOPMENT FRAMEWORK FOR CURRENT AND FUTURE LEADERS IN ENERGY SECTOR

• Main Author: Nevada Tobing, Bently
• Format: Dissertations
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/87743
• Institution: Institut Teknologi Bandung

This research addresses two key questions: (1) What are the new supplemental leadership competencies and key leadership behaviors required by current and future leaders to achieve successful performance and support business transformation in Indonesian State-Owned Enterprises (SOEs)? and (2) What is the new supplemental design of leadership development framework aligned with these competencies? The study employed a qualitative case study methodology executed in four sequential phases. Phase one involved a comprehensive literature review and gap analysis of existing leadership competencies and frameworks. Phase two consisted of a two-round Delphi study with 16 purposively selected senior executives from Indonesia's national energy company. The first round involved eight experts over 50 with more than 25 years of experience, while the second round included eight experts under 45 with over 20 years of experience. Semi-structured interviews using the STAR (Situation, Task, Action, Result) method were conducted, each session lasting 60-90 minutes. Phase three comprised three levels of analysis: (1) Initial thematic analysis identifying key leadership behaviors from first-round Delphi data; (2) Second thematic analysis of round-two data, validated through inter-rater reliability assessment using Fleiss' Kappa across three coders (achieving 90.84% agreement); and (3) Comparative content analysis against Spencer & Spencer's framework and SOE competency standards. Phase four involved expert panel validation and framework development. For the first research question, the analysis identified 20 essential leadership competencies, categorized into internal and external capabilities, and mapped across six leadership levels: Leading Self, Leading Others, Leading Managers, Leading the Function, Leading the Organization, and a newly identified category - Leading for Global Energy Business. Five novel competencies emerged: Resilience, National Stewardship, Servanthood, Sustainability Leadership, and Crisis Management. Addressing the second research question, the study developed a Leadership Growth Support System incorporating three foundational pillars: Assessment, Challenge, and Support. This framework integrates leadership development methods including developmental relationships, assignments, feedback processes, formal programs, and self-development, all aligned with the Direction, Alignment, and Commitment (DAC) model. The study's key contribution is a comprehensive, contextualized leadership development framework that addresses the unique challenges of Indonesia's energy sector while preparing current and future leaders for sustainable business transformation. The findings provide practical implications for SOEs in developing leaders who can effectively navigate industry transformation while maintaining organizational sustainability and national energy security.