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The Independent Entrepreneurship Program is one of the strategic efforts of the Ministry of Education, Culture, Research, and Technology in fostering the entrepreneurial spirit of students through direct experiential learning. This program is present as a forum for students to not only understand entrepreneurship theory, but also to practice in real life the process of building and managing a business. In its implementation, the program involves active collaboration between universities, industry mentors, and field supervisors who play a role in providing direction, guidance, and evaluation of student business development. Through Independent Entrepreneurship, students are given the opportunity to design creative business ideas, run a business on a real scale, and solve various entrepreneurial challenges they face. This activity not only trains managerial, communication, and innovation skills, but also improves critical thinking and problem-solving skills. In addition, students gain valuable experience in terms of teamwork, financial management, marketing strategies, building business networks, and the use of digital technology to support business sustainability. The results of the program implementation show positive impacts, including increased confidence, independence, and students' understanding of the real business world. Furthermore, this program encourages the creation of an entrepreneurial ecosystem in a sustainable campus environment and is able to be the forerunner of the birth of a young generation of Indonesian entrepreneurs who are resilient, innovative, creative, adaptive to changing times, and have high competitiveness. Thus, Independent Entrepreneurship not only plays a role as a skill development program, but also becomes one of the important foundations in preparing students to face the world of work and becoming independent business actors who are professional, visionary, sustainability-oriented, and make a real contribution to the nation's economic development.

In an increasingly complex and dynamic global landscape, strategic leadership plays a pivotal role in ensuring organizational resilience and sustainable growth. This study seeks to provide a meaningful contribution to the development of leadership strategies aimed at fostering both learning-oriented and ethically grounded organizations. Adopting a literature review approach, the research synthesizes a range of scholarly works to explore in depth the leadership practices that facilitate continuous learning while embedding ethical principles into organizational operations and culture.The analysis reveals that the essence of effective strategic leadership lies in the capacity to navigate rapid changes, exercise authority with wisdom, and cultivate a culture of integrity. Leaders who can anticipate and adapt to environmental shifts, while maintaining transparency and fairness, are better positioned to build trust and commitment within their organizations. Additionally, strategic leadership is found to be instrumental in shaping an environment that nurtures collaboration, stimulates innovation, and incorporates ethical considerations into all levels of decision-making.The findings underscore that leadership strategies must not only address operational and competitive challenges but also prioritize moral responsibility and collective well-being. This dual focus enables organizations to remain agile while preserving their ethical identity, thus strengthening their reputation and long-term sustainability.Ultimately, the study offers practical recommendations for leaders, particularly in the public and educational sectors, to design adaptive organizational systems rooted in ethical values. By integrating learning processes with moral governance, leaders can create a synergistic and sustainable framework that supports both organizational performance and societal trust, ensuring relevance and resilience in the face of continual change.

This study investigates the effect of role stress and job resources on emotional exhaustion, with work-family conflict as a mediating variable among higher education personnel. Employing a quantitative research design with a causality analysis approach, data were collected through a structured questionnaire using a five-point Likert scale. The sample consisted of 200 educational staff at XYZ institution in Bogor Regency, including civil servants, permanent employees, and contract workers. Data analysis was conducted using the Structural Equation Modeling-Partial Least Squares (SEM-PLS) technique with SmartPLS 3 software. The findings revealed that role stress has a positive and significant impact on emotional exhaustion, indicating that increased stress from role demands contributes to higher levels of emotional fatigue. Conversely, job resources were found to have no significant direct effect on emotional exhaustion. Furthermore, work-family conflict significantly mediated the relationship between role stress and emotional exhaustion, suggesting that stress from conflicting work and family demands intensifies emotional exhaustion. However, work-family conflict did not mediate the relationship between job resources and emotional exhaustion. These results emphasize the critical need for effective stress management strategies and support systems that can help reduce work-family conflict to maintain the emotional well-being of education personnel. This study contributes to understanding the psychological dynamics in the workplace and provides insight into improving employee resilience and productivity in educational institutions.

This study aims to determine and describe the strategy model for increasing the Village Development Index (IDM) in Ciamis Regency, with a focus on environmental resilience, economic resilience, and social resilience. The method used is qualitative descriptive research. The results of the study indicate that the strategy model for increasing IDM in Ciamis Regency still needs improvement in several aspects. In terms of environmental resilience, although there is no pollution, both underdeveloped and developing villages have the potential to be prone to landslides, with developing villages having disaster response efforts, while underdeveloped villages do not. In terms of economic resilience, developing villages show better livelihood diversity compared to underdeveloped villages, although both have sufficient access to trade facilities, but access to financial institutions is limited. In terms of social resilience, although access to education and health is relatively good in both types of villages, the BPJS membership rate is still low, and access to clean water, sanitation, and electricity has reached 100% in developing villages. Access to information and communication already exists, but is not optimal in both villages. This study concludes that increasing IDM requires strengthening environmental, economic, and social resilience that is more integrated and targeted.

This study aims to determine and describe the strategy model for increasing the Village Development Index (IDM) seen from environmental resilience, economic resilience, and social resilience. This study uses a qualitative descriptive method. The results of the study indicate that the strategy model for increasing the IDM from environmental resilience is still less than optimal in underdeveloped villages and developing villages. Although developing villages are better than underdeveloped villages, there are several problems such as potential disasters that have not been handled properly, especially landslides. In terms of economic resilience, developing village communities have a better diversity of livelihoods than underdeveloped villages. Access to trade facilities and financial institutions is limited in both villages, although developing villages have alternatives through BUMDes. In terms of social resilience, access to education and health in both villages is quite good, although the BPJS membership rate is still low. In terms of housing, developing villages have recorded almost equal access to clean water, sanitation, and electricity, while underdeveloped villages have not reached 100%. Access to information and communication in both villages is available, but not yet optimal.