| Abstrak/Abstract |
Creating healthy work environments with a generational gap is a primary problem for almost all organizational institutions. Differences in the perspective of work motivation and work collaboration style cause psychological conflict frictions. This article uses the perspective of social psychology with the autoethnographic method, a record of the author's reflection while a manager in a higher education institution. The article summarizes work-life from a leadership perspective: First, the gap between generations causes the emergence of negative workplace gossip, which reduces job performance and affects decision-making as a manager so as not to get stuck in a like- dislike perspective. Second, the leader uses the method of building distance to minimize gossip between colleagues and staff by using the Vipassana ethic of mindfulness and the Javanese philosophical ethos with the Mbisu Practice or Noble Silence in Buddhism. Leaders limitedly discuss the subjective view on the character of colleagues, only related to decision-making relationships. This strategy is carried out by not responding to negatively indicated gossip unrelated to work. Third, mindful leadership can create a working climate that reduces the generation gap but has weaknesses, namely a negative stigma on the leader himself, who is considered unable to blend into a communal culture, as well as a pragmatic work climate based on duties and functions so that leaders cannot instruct work outside their primary duties. |
