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"Organisasi Ikatan Pelajar Nahdlatul Ulama (IPNU) adalah badan otonom dari organisasi sosial keagamaan Nahdlatul Ulama (NU) yang mengemban amanat luhur sebagai organisasi pengkaderan pelajar dan santri putra. IPNU menjadi wadah perjuangan pelajar Nahdlatul Ulama untuk mempersiapkan kader-kader penerus Nahdlatul Ulama dan pemimpin bangsa. Revolusi Industri 4.0 yang ditandai dengan perkembangan teknologi menjadi tantangan tersendiri bagi Pimpinan Pusat (PP) IPNU untuk tetap konsisten menjalankan amanat dan tugas IPNU tersebut. Penelitian ini menggunakan pendekatan kualitatif dengan analisis deskriptif. Peneliti menggunakan tori strategi dan teori SWOT Analysis untuk mengetahui upaya pengembangan organisasi NU dalam menghadapi Revolusi Industri 4.0. Berdasarkan Teori Strategi, IPNU mengedepankan menejemen organisasi yang sistematis dengan gerakan digitalisasi organisasi, berupa SIAPNU dan SAM IPNU untuk mendukung kebutuhan organisasi seperti persuratan dan database yang dapat diakses oleh seluruh kader, pengurus, dan anggota IPNU di seluruh tingkat kepengurusan. Berdasar Teori SWOT Analysis, munculnya SIAPNU dan SAM IPNU menjadi aksi IPNU dalam mencapai perubahan agar lebih adaptif dengan Revolusi industri 4.0. IPNU juga meluncurkan aplikasi Penapedia sebagai learning management system bagi kader IPNU untuk layanan bimbingan pendidikan online.

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The Nahdlatul Ulama Student Association (IPNU) is an autonomous body of the Nahdlatul Ulama (NU) socio-religious organization that carries out the noble mandate as a cadre organization for male students and santri. IPNU is a forum for the struggle of Nahdlatul Ulama students to prepare cadres to succeed Nahdlatul Ulama and national leaders. The Industrial Revolution 4.0 which was marked by technological developments became a challenge for the IPNU Central Management (PP IPNU) to remain consistent in carrying out the mandate and duties of IPNU. This reasearch uses a qualitative approach with descriptive analysis. The researcher uses the Strategy Theory and SWOT Analysis Theory to find out the efforts to develop the NU organization in facing the Industrial Revolution 4.0. Based on Strategy Theory, IPNU prioritizes systematic organizational management with the organization's digitalization movement, in the form of SIAPNU and SAM IPNU to support organizational needs such as correspondence and databases that can be accessed by all IPNU cadres, administrators, and members at all levels of management. Based on SWOT Analysis Theory, the emergence of SIAPNU and SAM IPNU are IPNU's action in achieving change to be more adaptive to the Industrial Revolution 4.0. IPNU also launched the Penapedia application as a learning management system for IPNU cadres for online education guidance services."

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"ABSTRAKPemimpin yang memiliki perhatian safety yang tinggi akan mampumengarahkan para pekerjanya dengan mempengaruhi perilaku para pekerjanyauntuk mencapai tujuan (program-program) keselamatan dan kesehatan kerja diperusahaan. PT. RND adalah sebuah perusahaan pelayaran Indonesia yangdidirikan pada awal tahun 2003. Pelaksanaan safety diserahkan oleh supervisor 3,walaupun pengambilan keputusan untuk pelaksanaan program-program safetytetap melalui direktur. Selain itu ketidakterlibatan supervisor dan team leaderdalam pembuatan program-program safety mengakibatkan pelaksanaan safety dilapangan tidak efektif meskipun sistim safety sudah dimiliki oleh PT. RND. Parapimpinan PT. RND belum memiliki perspektif mengenai safety leadership yangtercermin dari sikap, leadership style dan tindakan nyata dari para leader dalammengarahkan pekerjanya untuk pelaksanaan safety secara efektif. Penelitian iniakan mendeskripsikan dan menjelaskan secara menyeluruh mengenai karakteristiksafety leadership di PT. RND, Jakarta-Surabaya tahun 2012 dengan melakukanwawancara mendalam dan pengamatan langsung terhadap karakteristik safetyleadership para pimpinan PT. RND yang dilakukan pada bulan April-Juni 2012.Dari hasil penelitian didapatkan karakteristik sikap (personality) yangdimiliki oleh pimpinan PT. RND masih belum optimal pada karakteristikketahanan emosi. Karakteristik gaya kepemimpinan transformasional sudahdigunakan oleh beberapa pimpinan PT. RND dalam mengarahkan pekerjanyanamun belum digunakan oleh direktur dan supervisor 3. Karakteristik tindakannyata dari safety leadership yang dimiliki oleh para pimpinan PT. RND belumoptimal pada visi dan komunikasi. Karakteristik safety leadership para pimpinandi PT. RND yang belum optimal seperti ketahanan emosi yang tidak stabil,pimpinan PT. RND tidak memiliki perencanaan yang jelas dalam pelaksanaanpekerjaan, perbedaan visi dan alur komunikasi yang tumpang tindih menjadihambatan bagi para pimpinan PT. RND dalam mengarahkan pekerjanya.

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AbstractLeaders who have a high safety concern will be able to lead their workersto influence the behavior of its employees to achieve safety objectives. PT. RNDis a shipping company which was founded in early the year 2003. Implementationof safety given by the supervisor 3, although the decision-making forimplementation of safety continue through the director. Disengagement supervisorand team leader of safety programs in the field resulted in the implementation ofsafety systems are not effective in PT. RND. The leaders in PT. RND do not havethe perspective of safety which is reflected in their personality, leadership styleand best practices in leading employees to implement safety effectively. Thisstudy will describe and explain the overall the characteristics of safety leadershipin PT. RND, Jakarta-Surabaya in 2012 with in-depth interviews and directobservation for the leaders in PT. RND conducted in April-June 2012.The results of this research obtained personality, which is owned by theleaders of PT. RND is still not optimal on the characteristics of emotionalresilience. Transformational leadership style has been used by some leaders ofPT. RND in leading employees but not yet used by directors and supervisors 3.Best practices characteristic held by the leaders of PT. RND are not optimal in thevision and communication. Characteristic of safety leadership in PT. RND is notoptimal as an unstable emotional resilience. The leaders in PT. RND does nothave a clear plan in the execution of the work, the difference in the vision and thecommunication path that overlaps giving an obstacle to the leaders of PT. RND inleading the workers."

"Keselamatan dan kesehatan kerja memiliki peran integral dalam memastikan kesejahteraan dan produktivitas pekerja di lingkungan industri modern. Dalam konteks ini, penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan supervisor terhadap dimensi iklim keselamatan, yang meliputi komunikasi keselamatan, pembelajaran, kepercayaan pada kompetensi rekan kerja, dan kepercayaan terhadap efikasi sistem keselamatan di perusahaan manufaktur keramik. Penelitian ini dilakukan dengan pendekatan kuantitatif menggunakan kuesioner sebagai instrumen pengumpulan data. Responden adalah para supervisor di beberapa perusahaan manufaktur keramik. Data dianalisis menggunakan teknik statistik deskriptif dan analisis regresi untuk mengidentifikasi hubungan antara gaya kepemimpinan dan dimensi iklim keselamatan. Hasil analisis menunjukkan bahwa gaya kepemimpinan memiliki pengaruh yang signifikan terhadap komunikasi keselamatan, pembelajaran, dan kepercayaan pada kompetensi rekan kerja. Namun, pengaruh gaya kepemimpinan terhadap kepercayaan terhadap efikasi sistem keselamatan tidak terbukti signifikan. Hal ini mengindikasikan bahwa gaya kepemimpinan supervisor dapat memainkan peran penting dalam membentuk beberapa aspek iklim keselamatan di lingkungan kerja. Temuan penelitian ini menggarisbawahi pentingnya peran gaya kepemimpinan dalam membentuk iklim keselamatan di lingkungan kerja. Dengan memperkuat komunikasi keselamatan dan memfasilitasi pembelajaran yang berfokus pada keselamatan, supervisor dapat meningkatkan kepercayaan rekan kerja terhadap kompetensi keselamatan, yang pada gilirannya dapat meningkatkan kesadaran kolektif akan pentingnya praktik keselamatan. Hasil penelitian ini memberikan kontribusi bagi pemahaman tentang bagaimana gaya kepemimpinan supervisor dapat membentuk iklim keselamatan di lingkungan kerja. Implikasi praktis dari penelitian ini menekankan perlunya pengembangan kompetensi kepemimpinan yang mengedepankan komunikasi dan pembelajaran terkait keselamatan, sehingga dapat meningkatkan efektivitas program keselamatan di berbagai sektor industri.

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Workplace safety and health play an integral role in ensuring the well-being and productivity of employees in the modern industrial environment. In this context, the present study aims to analyze the influence of supervisor leadership styles on safety climate dimensions, encompassing safety communication, learning, trust in coworker competence, and confidence in the efficacy of safety systems within ceramic manufacturing companies. Employing a quantitative approach, this study employed questionnaires as data collection instruments. The respondents consisted of supervisors from various ceramic manufacturing companies. Data were subjected to descriptive statistical techniques and regression analysis to identify the relationship between leadership styles and safety climate dimensions. The analysis results indicate that leadership styles significantly impact safety communication, learning, and trust in coworker competence. However, the influence of leadership styles on confidence in the efficacy of safety systems did not demonstrate statistical significance. This suggests that supervisor leadership styles play a pivotal role in shaping several aspects of the safety climate in the workplace. These findings underscore the importance of leadership styles in shaping the safety climate within the work environment. By enhancing safety communication and facilitating safety-focused learning, supervisors can enhance coworkers' trust in safety competence, thereby fostering collective awareness of the importance of safety practices. The outcomes of this research contribute to understanding how supervisor leadership styles can shape the safety climate in the workplace. The practical implications of this study emphasize the need for leadership competency development that prioritizes safety-related communication and learning, ultimately enhancing the effectiveness of safety programs across diverse industrial sectors."

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