Abstract

The main purpose of this research is to find out the cause of the non-optimal performance of KASN Secretariat in providing support to the substance function. The method taken in this research was descriptive analysis with qualitative approach. The performance achievement of KASN Secretariat was currently not optimal in providing services to the substance function due to the leadership style implemented by KASN Secretary. The tendency to use only one leadership style in facing various situations in KASN caused in the performance achievements of the Secretariat was not optimal. Based on this research, this leadership factor became the most dominant factor causing the problem namely the low performance of KASN Secretariat.

Keywords: Leadership Style, Performance

Introduction

The spirit and desire to change the face of Indonesia’s bureaucracy has occurred for a long time. However, the right momentum just arrived when Indonesia started the reform era in 1998. The decentralization policy also strengthens encouragement to reform the bureaucracy. Since 2000 there have been many reform initiatives introduced by the government. However, a decade later the impact of bureaucratic reforms has not been widely felt by the public.

Some indicators illustrate that the condition of governance in 2009 is still a concern. Indonesia’s Corruption Perceptions Index was only 2,8 (from a scale of 1-10). The number of Ministries/Non-Ministry Government Institutions which received unqualified opinion from Supreme Audit Institution was respectively only 42% and 2,7%. The public service Integrity Index compiled by KPK for public services at the Central and Regional levels was respectively 6,6 and 6,4 (1-10 scales).

The above indicators can not be separated from the existence and the role of State Civil Apparatus (ASN) that has not been maximally in contributing to the public life. In the management of ASN during this time has also been less effective in encouraging the improvement of government performance. ASN Management, as mandated by Law No. 8 of 1974 and Law No. 43 of 1999 on the Fundamentals of Civil Service, embraced the Career System, namely for the first appointment of employees based on skills, while in its development based on working lives or seniority. The system has taken an unoptimal impact on the performance of government agencies because the qualifications and competencies of officials are not in accordance with the qualifications and competencies required in the occupied positions.

Theoritical Review

Effective leadership will strongly support the survival of an organization. The problem disputed in leadership is where the ability owned by the leader up to contribute to the organization’s efforts in achieving the objectives. According Ardana, et. al. (2011), a leader is someone who has the ability to lead means to have the ability to influence the behavior of others. Leadership is a process whereby a leader can influence his subordinates that subordinates are willing to do what is desired by the leader.

According to Robbins (2008), there are three theories that make leaders being effective, among others Theory of Possibility, the theory that effective groups depend on the conformity between the interaction style of a leader and his subordinates and the extent to which the situation produces control and influence for the leader. In fact, the style of leadership is how a leader influences his subordinates. Each leader has a different style of leadership in influencing the behavior of his followers to achieve organizational success. Hasibuan (2005) divides leadership style into 4 (four) namely 1). Authoritarian Leadership, the definition is that if power or authority is largely absolute remained in the leader or if the leader embraces a centralized system of authority. 2). Participatory Leadership, the definition is that if in leadership is done in a persuasive way to create harmonious cooperation, foster loyalty, and participation of subordinates. Leaders motivate subordinates to feel belonging to the organization. 3). Delegative leadership, the definition is that if one leader delegates authority to subordinates somewhat complete. 4). Situational Leadership, the definition is that leadership based on the mutual relationship between the level of guidance and direction given by the leader, the level of emotional socio-support the leader presented, and the level of readiness shown by the subordinate in performing the task.

Research Methodology

This research uses descriptive qualitative analysis approach which combines literature study with case study. Literature study is done by comparing with several journals whose topics are similar to seek out its interconnection with the problems discussed. The case study took the problem faced at the place where the researcher worked, namely State Civil Apparatus Committee (KASN).

According to Creswell (1994), the case study is a research model that emphasizes the exploration of a “boundary system” in one case or several cases in detail, accompanied by deep data excavation involving a variety of information resources which are rich in the context. The case study is also a detailed model of qualitative research about an individual or a particular social unit over a period of time.

Research Results and Discussion

State Civil Apparatus Committee (KASN) is an independent institution responsible for supervising the implementation and policies of the Merit System in government agencies; supervision of any violation of code of ethics and ASN code of conduct; supervision of ASN neutrality principles. KASN is located in Jakarta which in general consists of the Secretariat and Commissioner. KASN Secretariat is an element of support for the implementation of the tasks and functions of KASN, while Commissioner (consisting of five fields) performs the duties and functions of the supervisory substance of Working Group on Promotion and Advocacy, Monitoring and Evaluation Working Group, Mediation and Protection Working Group, Working Group on Complaints and Investigations, and System Assessment and Development Working Group. As a new institution, ASN in State Civil Apparatus Commission comes from various Ministries, Institutions and Local Government.

KASN Secretariat is a supporting unit consisting of 4 (four) parts namely General and Personnel Division, Division of Planning and Cooperation, Finance Division and Information Data Division. In general, KASN Secretariat performs a very important task and role in supporting the success of Commissioner who supervise the implementation of the Merit System in local government, central government agencies, both ministries and institutions and Non Structural Institutions (LNS). The support of KASN Secretariat to all functions of the substance includes finance, human resources, and equipment/supplies, planning, cooperation and others.

Conclusion

The performance achievement of KASN Secretariat is currently not optimal in providing services to the function of substance due to the leadership style implemented by the KASN Secretary. The tendency to use only one leadership style in facing various situations in KASN will result in the performance achievement of the Secretariat not being optimal. This leadership factor becomes the most dominating factor causing the above problems. Although it is acknowledged that there are other factors as the cause of the failure of the performance of KASN Secretariat however the contribution is not significant based on the results of the confirmation of this research.

This research has limitations because of the narrow scope of taking objects in KASN only. Thus the conclusions of this research can not be used to generalize results for other similar researches. In order to further research for academic and practical interest in the public sector, it should be done with quantitative methods to further enrich the results of this research.

Bibliography

Anik Herminingsih and Lukman Hakim Fasa. (2014). The influence of leadership style and compensation on work performance with work motivation as intervening variable. Tesis Magister Manajemen Mercu Buana University.

Ardana KI, (2011). Manajemen Sumber Daya Manusia. Jakarta (ID): Graha Ilmu.

Aris Susetyo. (2017).  Pengaruh gaya kepemimpinan, kompensasi dan lingkungan kerja non fisik terhadap kinerja pegawai pada DPPKAD Kabupaten Kebumen. Jurnal Fokus Bisnis, Vol.16, No.01, Juli 2017.

Creswell, J. W. (1994). Research design: Qualitative & Quantitative Approaches. Thousand Oaks. California: Sage. Erimas Manitu.  (2017). Pengaruh gaya kepemimpinan terhadap kinerja pegawai pada Badan Pemberdayaan Masyarakat dan Pemerintahan Desa Propinsi Sulawesi Tengah. E- Jurnal Katalogis, Volume 5 Nomor 1 Januari 2017.

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