The role of humanistic leadership on good governance in sport organization: A literature review

Good organizational performance is also inseparable from good organizational management. However, not all Sports Organizations have a Good governance system, even though the governance system is a crucial component for managing a sports organization because it relates to policy issues and the direction of the performance of a sports organization. In addition, organizational performance is also inseparable from the intervention of organizational leaders because a leader has skills in influencing others to work together to achieve common goals. One of the successful leadership styles in business-based organizations is humanist leadership, but can humanist leadership styles contribute to realizing a sports organization that has Good Governance? A total of 20 articles in the last ten years on the topic of Good governance and humanist leadership were used as data and analyzed. Based on the results and discussion of the principles of Good Governance emphasized Transparency, Democracy, Check and Balance and Solidarity, and Humanist leadership, which has pillars such as communication, democracy, and transparency to its members. This study concludes that human leadership has a role in forming leaders who can improve the quality of good governance in sports organizations.


INTRODUCTION
Achieving the highest achievement is one of the goals and hopes for every sports organization in Indonesia. Based on the 2005 National Sports System Law, the development and development of sports achievements is carried out and directed to achieve sports achievements at the regional, national, and international levels and is carried out by the parent organization of sports at both the central and regional levels. Sports achievement arises from the performance of athletes and coaches, but the organization's role and performance also affect the performance of athletes, which impacts the achievement (Hulme et al., 2019).
Organizational performance is basically an effort from members of the organization in realizing the goals to be achieved, which are influenced by the ability to carry out their respective roles and tasks. In other words, the performance of sports organizations can be regarded as one of the supporting factors in achieving sports achievements.
A leader is someone who has the skills to influence others to work together to achieve a common goal. Organizational leaders do not work alone but are involved in relationships and communication with organizational members encouraging each member to work towards organizational goals (Greasley, Ph, Bocârnea, & Ph, 2014). Leadership is a person's effort to emphasize influence on others to guide, organize, facilitate activities and communication within the organization (Notanubun, 2020). Leaders in an organization have a vital role in running and moving the wheels of the organization. Basically, every leader has a style or style in leading the organization. This leadership style also indirectly affects the performance of each organization which will then have an impact on organizational performance. Leadership style is a permanent model of behavior that is expressed through behavior in leading (Xie et al., 2018).
Many leadership styles are often used in leading an organization or company. These leadership styles include authoritarian, democratic, transformational, transactional, and humanist leadership (Marlina, 2013).
Of the various types of leadership styles, each leadership style has advantages and disadvantages. Authoritarian leadership is centered on the leader as the highest power holder (Zhang & Xie, 2017). In contrast to the authoritarian, the democratic type of leadership prioritizes the contribution of people in the work environment. However, the final decision remains in the hands of the leadership (Bhatti, Maitlo, Shaikh, Hashmi, & Shaikh, 2012). In comparison., the type of transformational leadership focuses on changes in the organization, group, and other elements involved in it (Cronin, Arthur, Hardy, & Callow, 2015). This type of leadership has been the most talked about in recent decades. In Jurnal SPORTIF: Jurnal Penelitian Pembelajaran,7 (3)  transactional leadership, there is an exchange between good performance from subordinates and rewards (Li, Bhutto, Nasiri, Shaikh, & Samo, 2018).
Humanist leadership focuses on the principles of humanity. Humanist leadership requires interaction and concern for subordinates, stakeholders, and the environment (Vora & Kainzbauer, 2020). Humanist leadership has seven principles that can help a leader make better decisions, have more effective interpersonal relationships, and feel more fulfilled. The seven principles include: 1) humanist leaders treat people with respect; 2) a humanist leader is a compassionate person (never forgets the people who work with him); 3) humanist leaders lead by example; 4) humanist leaders provide opportunities for everyone to participate; 5) humanist leaders are willing to listen to differences of opinion and make decisions based on facts, not assumptions; 6) the humanist leader considers every solution to determine the decision; 7) humanist leaders value service to others (Humanist, 2015) so that through humanistic leadership, there will be a sense of belonging to the organization that can increase efforts to make organizational management better.
Good governance can not separate good organizational performance from the management of a neat and orderly organization. The Global Corruption Report presented in Berlin, Germany, in 2004(Pasquier & Villeneuve, 2007 stated that in recent years, the accumulation of scandals in sport has grown so strong that it has impacted the credibility of the sport and its organization. According to experts in the areas of quality of governance and corruption, often the result of a lack of transparency (Stechina, 2008). This will later threaten public confidence in sports, which are considered part of society's positive social and cultural values. These problems arise and are related to the management of sports organizations, including systems related to policy issues and the direction of the performance of a sports organization (Ferkins, Shilbury, & McDonald, 2009;Hoye, 2006;Hoye & Auld, 2001). An organizational governance system is a system that directs, controls, and regulates the elements of the organization. This system provides a framework for where the Sports Organization is headed and helps increase the level of public trust in the institution (Hoye & Cuskelly, 2007). However, not all sports organizations have a Good Governance system, even though it is an essential component for managing sports organizations because it deals with policy issues and the direction of the performance of a sports organization (Ferkins et al., 2009;Hoye, 2006;Hoye & Auld, 2001).
In the business world, good governance is usually referred to as corporate governance or good corporate governance. It relates to how companies, whether private or public, are run accountably to stakeholders. (Jordan, 2008;OEDC, 2004) With Good Governance, the activities of sports institutions can be monitored so that these institutions can provide benefits to themselves, their members, and the community. (Hoye, 2006).

Sports Organizations cannot underestimate the importance of a Good
Governance system because failure to have it in place to control and monitor can result in a loss of interest from sponsors to cooperate, a decrease of membership and participation, and intervention from external agencies. In this way, the sports organization has proven that it can drive the sport even further.
Humanistic leadership theory is one of the leadership theories that has inspired many great leaders in the world; for example, the founder Matsushita (Panasonic) from Japan (Ono & Ikegami, 2020), CEO of Yuhan Kimberly, and Hansoll Textile in South Korea (Kim, Park, & Kim, 2020).

Management with the orientation of human relations is pioneered by Elton
Mayo where he gave attention to human relations to subordinates.
However, not all leaders can create this relationship even though the existence will develop a sense of belonging to the organization, which leads to efforts to improve organizational management. Therefore, humanist leadership becomes vital for all organizations because humans are the most authoritative operators. No matter how large, sophisticated, and complex the organizational structure is, all of them are designed by humans, which can be revised for the benefit of humans (Rokhman, 2018). When viewed from a business perspective, the humanist view has been widely used to solve the problems of the economic crisis, social inequality, terrorism, and the issue of global climate change (Pirson & Lawrence, 2010).
Based on the success achieved by the humanist leadership style applied by several companies, a study is needed to provide an overview of whether the humanist leadership style can contribute to realizing a healthy sports organization (Good Governance).

METHODS
The study method was a literature review. The literature review contains reviews, summaries, and thoughts of the author on several library sources (articles, books, slides, information from the internet, etc.) (Nursalam et al., 2020;O"Connor, Sargeant, & Wood, 2017 humanist leadership and good governance and articles published in the last ten years (2010-2019). The review process can be seen below.

RESULT
The review process to select articles according to the criteria resulted in several articles referencing the main topics, i.e., Good governance and Humanist Leadership. Below is a tabulation of data based on the results of data reduction that researchers have carried out.

Conclusion
Search for articles on the topic of Good Governance and Humanistic Leadership

articles
Article reduction: articles published 2010-2020. Coding articles: grouping articles according to the topics discussed.
Analyze the articles obtained and dig up information on each article.
Synthesis and preparation of discussion framework 20 articles This study presents an analysis of data on the policy-making of international sports organizations. This research gave problem criticism and input that athletes should be involved in making related policies in making certain decisions because they are the ones affected by these policies, as a form of democracy of an organization. Journal of Management

Meta-Analisis Review
This article has three findings. 1) The function of transparency in every organization must be thoroughly investigated, 2) transparency must be a factor dimension of quality information, 3) transparency mechanisms in the organization must affect disclosure, clarity, and accuracy 12. In cases of scandals that keep repeating, this results in ISO being increasingly placed under public scrutiny. To reduce the risk of possible unethical behavior and scandals and restore public trust, maintaining its autonomy, ISO is expected to respect the principles of good governance such as transparency, integrity, control, accountability, or democracy. (Report & Sfism, 2018). However, it depends in developing this knowledge is of crucial importance because of the potential benefits that can be obtained by sports organizations from the application of the principles of Good governance, which are widely considered to increase the effectiveness and legitimacy of the organization. There is consistency in the broad principles promoted. In particular, the principles of transparency, accountability, and democracy are prominent throughout the code (Winand et al., 2019).
Winand, in his article, describes and categorizes various frameworks on the Principles and Indicators of Good Governance. These Principles and Indicators include:

Transparency
Transparency is an essential principle in Good Governance, both in companies that have a purpose for-profit or non-profit organizations (Král, P., & Cuskelly, 2018). The issues of transparency are the root of problems in various organizations, such as corruption (Schnackenberg, A. K., & Tomlinson, 2016). Even sports organizations such as the International Olympic Committee (IOC) and FIFA also experience issues resulting from transparency (J. L Chappelet, 2011). In addition, the low level of transparency in the organization causes low stakeholder trust to support the sports organization.
However, sports organizations can overcome these problems by applying three main points: openness, clarity, and accuracy (Schnackenberg, A. K., & Tomlinson, 2016). Transparency as a translation Transparency is an essential part of a humanist leader, where one of the main dimensions of humanist leadership is the increased role of stakeholders (Pirson, M. A., & Lawrence, 2010). In addition, the principles of humanist leadership described by Peus dan Frey (2009) state that members have the right to know all information transparently.
In addition to transparency, sports organizations must also make information clear and easy to understand. Sports organizations can improve their communication skills by understanding what stakeholders and members desire information needs (Millar, P., & Doherty, 2016). This ability of humanist leaders who place stakeholders and members of the organization as colleagues who have different thinking patterns and the ability to decide their understanding in building transparency (Fritz, S., & Sörgel, 2017). Therefore, sports organizations can do the clarity of information by applying technology in the information disclosure system.
The third point states that transparency requires accuracy in the information provided. One of the essential things needed in increasing accuracy is honesty in running the organization, for example, when the organization will hold an election for chairman or recruit members (Walumbwa, et al, 2011). Leaders must exemplify the application of honesty in organizational performance. It is in line with one of the points about the principle of humanist leadership, where leaders are role models for their members (Peus, C., & Frey, 2009).

Democratic Process
Etymologically, the term "democracy" is a combination of two Greek words, "Demos" meaning people, and "Kratia" mening a rule (Koenane & Mangena, 2017). Good Governance results from good government officials who aim to play an essential role in decisions and actions. In other words, the original meaning of democracy is "rule of the people by the Jurnal SPORTIF: Jurnal Penelitian Pembelajaran, 7 (3) 2021| 378-399 ISSN : 2477-3379 (Online) ISSN : 2548 people." This article further emphasizes the importance of the solid active participation of citizens in sustaining and strengthening democracy.
The Democratic Process allows for more effective policies because it takes a stake that provides specialized decision-making knowledge (Geeraert, 2018 (Bexell, Tallberg, & Uhlin, 2010).

The democratization of sports organizations involves the voices and
concerns of all organizational actors, including athletes, coaches, officials, volunteers, managers, and other stakeholders. This democratization also involves actors considered to date as stakeholders in the external environment (e.g., media/broadcasters, sponsors). Another role of the Democracy process is to deal with several issues related to their relevant performance (Thibault, Kihl, & Babiak, 2010).
These issues may be related to team selection, resource allocation, programming priorities, competition schedule, training conditions and expectations, judgment considerations, athlete funding, having athletes represented at the executive committee or board level, and penalties for infractions. As has been reported by the national organization in Canada that athletes in the democratic process must be part of the development and practice and be the decision-making body that ratifies or approve it.
Therefore, athlete representatives need to ensure that their interests account in organizational decision-making (Thibault et al., 2010 (Ono & Ikegami, 2020). Of course, this is following the indicators of the principle of democracy itself which include (1) Decisions on the allocation of significant events made through a process that is democratic, open, transparent, and objective; (2) The organization establishes a quorum in the documents governing it for the legislature and decision-makers; (3) The main decision is taken based on a written report supported by criteria (Geeraert, 2015). Because organizations cannot run without a leader, leaders cannot run alone without their members (Ono & Ikegami, 2020).

Check and Balance
Check, and Balance aims to avoid abuse of power and the centralization of power in one person or one institution Organizations widely used to maintain good governance in their management (Enjolras, 2009;OECD, 2004), including in sports organizations (IOC, 2008;Philips, 2011), so that decision-making in determining the direction of organizational policies also becomes more independent and free from various interests (Arnaut, 2006). It makes the humanist leadership pattern more suitable because humanist leaders maintain a balance in the roles of each member of the organization and the stakeholders (Shilbury, D., & Ferkins, 2011). Although challenging, it will lead to the emergence of interpersonal relationships between leaders and members, and stakeholders (Luyet, V., Schlaepfer, R., Parlange, M. B., & Buttler, 2012).

Solidarity
Solidarity is described as a "political" (as opposed to "corporate") governance principle. It is more challenging to determine which one is a good or best practice Code of Good Governance. The IOC, for instance, makes general recommendations: that sporting outcomes should return to sport (development), that income must distribute relatively/equitably and efficiently, and that allocations should be clear and transparent (Phillips, 2011). A solidarity indicator in the Sports Governance Observer highlights this indicator in indicator number 7, i.e., the organization adopts a clear anti-discrimination policy (Geeraert, 2015). This indicator from SGO's by Geeraert explains that discrimination and harassment are based on race, ethnic origin and skin color, nationality, gender, sexual orientation, ability, religious/political beliefs, illness, sensory impairment, learning difficulties, age, and so on. From this explanation, solidarity in sports indeed refers to anti-discrimination and harassment, which is the duty of the International Sports Federation (ISF) to combat discrimination and harassment and contribute to providing a work environment that is free from it.
In the sports sector itself, several scandals have become global problems regarding solidarity, many of which are related to the social impacts received, such as doping and anti-doping cases where this has become a dogmatize that causes losses to various parties. In addition, in 2017, there was a Football for inclusion activity in Sweden, which formed due to social intervention. It is explained that social solidarity is a contemporary challenge, especially in soccer, which is highlights the way of creating social solidarity (Ekholm & Dahlstedt, 2017). This form of solidarity is built not as a reciprocal process but as an exception process.
They are allowed to adapt to a set of norms and linguistic and cultural skills.
These cases are directly related to the government and local policies as the responsibility and contribution of stakeholders in the creation of Good Governance. Geeraert also emphasized that Solidarity which reveals responsibilities to internal and external stakeholders. It involves contributing to a better society and a cleaner environment by integrating social and environmental concerns in operations and interactions with stakeholders (Geeraert, 2015).
Closely related to the contribution of stakeholders, leaders with the Humanist leadership type have strong characteristics about solidarity. It is expressed in the article (Ono & Ikegami, 2020)  and Making a Profit for Social. It includes explaining an individual or employee development through education and producing graduates from the knowledge gained, building awareness and sensitivity to others, and contributing to society as a form of responsibility in primary management objectives. These characteristics are indeed following the indicators of good governance, namely (1) having environmental and social responsibility policies and programs; (2) has a career and education program to assist its athletes during the transition to their post-athletic careers (3) audits the use of funds provided for its social responsibility programs; (4) clear anti-discrimination policy (J. Chappelet & Mrkonjic, 2013;Geeraert, 2015).

CONCLUSION
The research and investigation results on good governance in an institution or organization, especially in sports, and various opinions and previous research explained under the principles of Good Governance emphasize indicators such as transparency, democracy, check and balance, and solidarity. Good Governance practices in world sports organizations such as the IOC, FIFA, IAAF, and others have applied these principles to be held accountable, always be trusted, and provide guarantees of comfort and safety for athletes and the people involved and every policy issued by the institution.
Based on the findings, we can recognize that humanist leadership has pillars to form leaders who can improve the quality of good governance in sports organizations who have advantages in communication between leaders and members and leaders with stakeholders to strengthen and uphold democracy and organizational transparency. Moreover, humanist leaders pay attention to the balance between members and stakeholders so that the democratic process can run smoothly and create a balanced composition of the Institution. It will enable the organization to avoid abuse of power that comes from one person and improve the quality of decisions taken by the organization. In addition, humanist leaders prioritize their concern for organizational Jurnal SPORTIF: Jurnal Penelitian Pembelajaran, 7 (3) 2021 | 378-399 ISSN : 2477-3379 (Online) ISSN : 2548-7833 (Print)