Fathanah Responsive Leadership: As a Supplement in the Satellite Model

This paper provides the main points of argument and counterarguments in scientific controversies on the issue of organizational learning and leadership practices. This paper aims to reveal organizational learning practices in modern times marked by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), especially for those who study Islamic values. In addition, it also provides an overview of how organizations learn to sharpen sensitivity, respond and be agile in dealing with any changes. The paper analyzed the previous research literature on organizational learning, especially leadership, which contributes to the successful functioning of the organization in VUCA conditions. The paper integrated the results of previous studies with the Islamic worldview, one of the characteristics of prophethood, namely fathana (intelligence). This made it possible to develop a new concept of organization management, which is called as “fathanah responsive leadership”. The basis of this study is the understanding of fathana − not as an ordinary intelligence that everyone possesses, but a special intelligence, namely leadership, which is secretly formed through the basis of one’s faith in God. The results of previous studies formed the basis for determining six hypotheses of this research: first, VUCA has a negative impact on competitiveness. Second, VUCA has a negative impact on financial performance. Third, competition has a positive effect on financial performance. Fourth, fathanah’s responsive leadership weakens the influence of VUCA on competitiveness. Fifth, fathanah responsive leadership weakens the influence of VUCA on financial performance. Sixth, fathanah responsive leadership strengthens the competitive influence on financial performance. The article presents the results of an empirical analysis of the features of ensuring responsible leadership, which proved that for the high-quality organization of the company’s activities, not only fathana and the sensitive character of the leader are needed, which is only an addition to this process and does not consider such characteristics as shiddik, amana and tabligh. However, the results of future research should be aimed at analyzing whether organizational learning and VUCA leadership practices can contribute to increasing the competitiveness of an organization and improving its financial performance.