` Construct of Leadership Behavior Across Generations in Indonesia: An Initial Study Dodi Wirawan Irawanto 1,* Asri Laksmi Riani 2 Yanki Hartijasti 3 Khusnul Rofida Novianti 4 1 Brawijaya University 2 Sebelas Maret University 3 Universitas Indonesia 4 University of Muhammadiyah Malang * Corresponding author. Email: dodi.wi@ub.ac.id ABSTRACT This study attempts to identify the determining factors of leadership behavior using the LBDQ XII for the Indonesian sample. The lack of country-specific leadership style was encouraged by cross-cultural scholars to acknowledge how national culture plays an important role in making the leadership theory apply well in specific countries. For this initial study, we run a focus group discussion in the targeted sector using semi-structured interviews and a collaborative study of 30 business people. The LBDQ XII, consisting of 100 instruments was also distributed and coded qualitatively, resulting in a combination of perspectives on how the variance of LBDQ XII is applied to the population of the study. The study results factors that Indonesian prefer to have leaders that represent and emphasize production and most of the respondents disagree that leaders in Indonesia are associated with a superior orientation behavior. This study is part of the long-run quantitative project, therefore limitations of this initial study are also discussed in this paper. Keywords: Behavior, Generation, Leadership, LBDQ 1. INTRODUCTION Foreign investors seem to have generated some interest in recent Indonesian economic movements towards regional integration, improving economic conditions and a better business climate, as well as good corporate governance in all Indonesian business sectors and public sectors. A recent survey by Deloitte in 2020 [1] reported the launch of Nawa Cita campaign by the government along with the more business-oriented governance within investment-related government regulations with a specific focus on high-growth in foreign business to foster investors trust. With such attention, investors’ faith forebodes good news for the region. Multinational businesses seem to thrive better than most indigenous enterprises enable knowledge transfers within the vital sector for Indonesia’s growth. Despite the increased investment from foreign countries, the advancement of fast technology and information, and cutting-edge business technologies, there appears to be a high level of attrition amongst the transformation of the Indonesian management style within the local business. According to the Indonesian National Bureau of Statistics [2], the ranking of Indonesian global competitiveness index increased from number 41 in 2016 to ranked number 36 in 2018. Among ASEAN countries, Indonesia is stated to have one of the highest business attrition rates. The fundamental situation within the country boundaries is more complicated, as reported by Irawanto [3] that despite enjoying better economic advancement, the culture of management style is still using the old way of thinking which emphasizes more on collectivist thinking. There is nothing wrong with being collectivist, but when it reaches the leadership consensus, it may not be in line with the global needs. Advances in Economics, Business and Management Research, volume 160 Proceedings of the International Conference on Business and Management Research (ICBMR 2020) Copyright © 2020 The Authors. Published by Atlantis Press SARL. This is an open access article distributed under the CC BY-NC 4.0 license -http://creativecommons.org/licenses/by-nc/4.0/. 320