领导风格外文翻译文献

领导风格外文翻译文献

领导风格外文翻译文献

(

文档含中英文对照即英文原文和中 文翻译

)

原文

:

1. Introduction

The

leadership

in organizing a government so far has tended to be only

one leadership style for all employees’ abilities, namely instruction leadership style,

so

it

has

impacted

and

caused

low-

level

service

performance,

[1].

An

ofiicer’s

leadership is no more than as a power figure, who is highly chained by formal rules.

So,

there

is

no

possibility

for

appreciations

to

occur.

The

implication

which

occurs toward human resources of employees is

that

there

is a strong

tie with

formal

rules, so

there

is no room for employees

to

take initiatives, innovative

actions,

and

to

make

significant

development.

Therefore,

the

time

has

come

for

the

single-style

bureaucratic

leadership

style

orientation

to

change

into

the

situational

leadership

style,

a

style

based

on

situations

and

conditions

of

the

subordinate/employees’ abilities.

Besides

the

leadership

style,

the

officer’s

motivation

also

plays

an

important

role

in

achieving

high

performance because it is related with :

领导风格外文翻译文献

1) the officer’s working morale and commitment to his organization, which

means

that he is willing to use all the abilities that he has for the sake of his organization by

utilizing the available

opportunit

ies to accomplish his organization’s mission; 2) not

yet

all

unit

leaders

have

high

working

motivation

and

organization

commitment

with

which

he

is

willing

to

use

all

his

abilities

for

the

sake

of

his

organization

by

utilizing

the available opportunities to accomplish his organization mission; 3) the

employees

are

not

motivated

to

develop

their

creativity

and

innovations.

This

is

partly

in

line

with

the

concern

of

the

Office

of

the

Secretary,

West

Sulawesi

Province,

regarding

the

working

motivation

of

the

officers

and

employees

in

the

Office

of

the

Secretary,

West

Sulawesi

Province,

and

also

regarding

the

strict

punishment in line with the Government Regulations Number 53

the year of 2010

concerning the Civil Servants’ Discipline to achieve their su

ccess.

In line with the first observation conducted by the Government of West Sulawesi,

there are symptoms and

phenomena of employees’ low motivation. This can be seen

from

the

indiscipline

behaviors

of

the

employees,

for

example:

1)

coming

late

to

work, 2) being late to start work, 3) not using the working time appropriately, 4) going

home

early

before

the

working

hours

end,

5)

the

high

rate

of

absenteeism.

(Biro

Ortala

&

Kepegawaian

Setda

Provinsi

Sulbar,

Pebruari,

2013

the

Organization and Personnel Division of the Office of the Secretary, West

Sulawesi

Province).Those

behaviors

occur

because

the

leaders

still

use

one

leadership

style

for

all

levels

of

employees’abilities,

namely

instructive

leadership

style.

This

can

be

observed

i

n

the

leaders’behaviors

in

terms

of

giving

the same orders and instructions to the different employees having different levels of

abilities.

This

is

the

thing

that

becomes

the

basis

of

conducting

the

research

regarding

situational

leadership.

Meanwhile, the reasons why it is important to do the research in the leadership

style issue are because: 1)the leadership style is very crucial and really determines the

life of every nation, because the forward or backward movements

of

the

society

and

the

success

and

failure

of

the

nation

are

determined

by

the

leaders,

[2],

2)leadership

is

the

primary

element

in

an

organization,

because

the

good

and

bad

behaviors

of

subordinates

depend

on

the

leaders in guiding their subordinates[3]; 3), states that there is no bad task force, there

is only a bad leader[4]; 4) Courtoris reveals that a task force without a leadership is

like a human body without the head; it is easy to go astray, to be chaotic, and even

anarchistic[5].

领导风格外文翻译文献

Leadership Style

Style is a habit inherent in a person in performing leadership duties. Leadership

style

according

to

Hersey

and

Blanchard

(1982:152)

in

Pasolong,

(2008:37),

is

a

consistent pattern of behavior that is employed in working with and through others as

perceived by people, the patterns that arise in people when they begin to respond in he

same way in similar circumstances, the pattern forming habits of action that can be

expected at least for those who work with the leader.

From

the

opinion

of

the

experts

mentioned

above,

it

can

be

concluded

that

leadership

style

is

a

way

used

by

someone

or

a

leader

in

influencing,

directing,

encouraging, and controlling his subordinates in order to achieve organizational goals

efficiently and effectively.

Blanchard Hersey Situational Leadership Style (1982)

Diagnostic

ability

of

a

leader

cannot

be

ignored.

According

to

Edgar

H.

Schein[6],

a

successful

leader

must

be

good

at

diagnosing.

If

the

capabilities

and

motives

of

subordinates

are

highly

variable,

the

leader

must

have

the

diagnostic

skills and sensitivity to respect those differences[7].

The leader must be able to identify phenomena in the environment. However

, with

a good diagnostic ability

, the leaders are still not effective unless they can adapt their leadership sty

le to

meet the demands of their

environment.

Leader

should

have

the

personal

flexibility

and

range

of

capabilities

required to vary their own behavior

. If the needs and motives of different subordinates, they should be

treated differently as well.

Stonerstates

that

the

theory

of

situational

leadership

(situational

leadership

theory)

is

the Hersey Blanchard approach by describing how leaders must adapt their sty

le in response to desires to

succeed in work, experience, and their ability and willingness are constantly changing[8].

The assumption used in this theory is that no one leadership style is right for

every leader in all conditions. Because of this, situational leadership style will apply a

specific

style

based

on

considerations

or

factors

such

as

leader,

follower,

and

the

situation in the sense of duty, the map of power, and group dynamics.

The leadership style divided into four styles are as follows[9]:

1)

Instructive

leadership

style:

that

is

applied

to

subordinates

who

have

a

low

level

of

ability.

In

this

case

the

subordinates

who

are

unable

and

unwilling

to

take

responsibility for carrying out the task. In many cases the result of the unwillingness

of subordinates is insecurity or lack of experience and lack of knowledge with regard

领导风格外文翻译文献

to duties. Thus style is clear and specific guidance that is suitable to be applied by the

leader

. In this directive leadership style behaviors included high and low task relationships. So the

Instructive leadership style is specific and tightened supervision. Its indicators: a) prepare with clear and

detailed,

what,

when,

where

and

how

to

carry

out

tasks

clearly

and

as

well

as

possible,

b)

explain the role of each; c) prioritize one-way

communication; d) T

ighten supervision and

accountability;

e)

provide

additional

instructions

to

clarify;

f)

are

simple

and

make

something special (keep it simple and specific = KISS).

2)

Consultative

leadership style:

that

is applied

to subordinates who have

a

low

to

moderate

level

of

ability.

In

this

case

the

subordinates

who

are

unable

but

willing

to

take

responsibility,

who

have

confidence

but

lack

knowledge

and

skills.

Thus

the

Consultative

leadership

style

provides

direct

interaction,

because

they

are

less

able,

also

provides

support

to

strengthen

the

capacity

and

enthusiasm,

thus

appropriate

interaction

is

applied

based

upon

the

subordinate's

ability

level.

Behavioral

consultation

referred

to

as

almost

the

entire

briefing

was

conducted

by

the

leader.

Through

two-way

communication

and

explanations,

leaders

are

involved

in

giving

advice

and

solving

problems.

This

two-way

communication

helps

in

maintaining

a

high

level

of

motivation

at

the

same

time

responsibility

and

control

over

decision

-making

remains

in

the

leadership.

This

style

of

behavior

included

high

task

and

high

relationship.

So

the Consultative

leadership style,

that

is: prepare a clear and detailed plan with

the

who,

what,

when,

where,

and

how

to

carry

out

the

task

as

well

as

possible.

Its

indicators: a) explain the decision

and

give

the

opportunity

for

clarification;

b)

do

two-way

communication

(dialogue);

c)

leaders

make

decisions;

d)

explain the

role of each; e) ask your

followers to know the

level of his ability; f)

encouragement

to improve performance.

3)

Participative

leadership

style:

that

is

applied

to

subordinates

who

have

high

levels

of

moderate

to

high

ability.

Subordinates

at

the

developmental level, have the ability but do not have the will to perform a given task.

Unwillingness is often due to a lack of confidence. However, if they believe in their

ability

but

do

not

want

to,

then

their

reluctance

to

carry

out

the

task

is

more

a

matter

of

motivation

than

security

issues.

In

this

case

the

leader

needs

to

open

two-way

communication

and

active

listening

and

supports

efforts

to

use

the

ability

of

subordinates

who

have

owned.

Thus

behaviors that support, without

the direct participation, have high success rate to be

applied

for

subordinates

with

such

a

maturity

level.

This

force

is

due

to

the

领导风格外文翻译文献

participation

of

leaders

and

followers

exchange

of

ideas

in

performing

the

task,

the

main

role

of

the

leader

of

providing

facilities

and

communicate.

This

style

involves

the

behavior

of

high

employment

and

low

task-oriented

behavior

.

This

style

includes the relationship of high and low behavioral tasks. The Participative style is the

leader

of

the

input

received.

Its

indicators:

a)

be

an

active

listener

,

b)

subordinates

are

involved

in

decision

making

c)

two-way

communication

and

are

involved;

d)

support

subordinates in taking risks; e) give the credit for the success of

subordinate tasks; f) build

the confidence of the subordinates.

4)

Delegative leadership style: that is applied to the subordinate who has a high

level of capabilities. In terms of

the ability of subordinates at a

level

like

this,

they

are

capable

and

willing,

or

have

confidence

to

take

responsibility.

Thus

the

Delegative

style,

the

low

profile

that

gives

a

little

guidance

or

support,

has

the most effective level possible with subordinates in a high level of

ability like this. Even if the leader is able to identify the problem, the responsibility

for

implementing

the

plan

given

to

subordinates

who

are

capable

of

this.

Subordinatesare allowed to implement their own affairs and decide on how, when and

where to do the work. At the same time, they are psychologically able;therefore,do not

require a lot of two-way communication or behavioral support. This style involves the

behavior of low employment relationship and low-level behavior on the job.

Motivation

Motivation

comes

from

the

Latin

word

meaning

movere

impetus

or

driving

force.

Motivation is important because the motivation of every individual is his willingness to work

hard

and

enthusiastically

to

achieve

high

productivity

.

People

who

have

high

achievement

motivation

assume

that

the

success

or

failure

has

the

same

opportunities,

then

there

is

an

optimum opportunity to experience the feelings of achievement and satisfaction for their efforts.

Achievement

and

satisfaction

according

McClelland

is

based

on

several

types

of

human needs[11], namely:

1.

Need

for

achievement.

The

need

for

achievement

is

the

driving

force

that motivates

the spirit of one's work. Therefore, the need for achievement

would

encourage

someone

to

develop

creativity

and

skills

as

well

as

direct

all

its

energy

in

order

to

achieve

optimal

performance.

An

employee

will

be

providedwiththe

high

enthusiasm

to

excel

when

given

the

chance.

With

the

high

performance, he will earn a large income so as to meet their own needs.

2.

The

need

for

power.

The

need

for

power

is

the

desire

to

have

领导风格外文翻译文献

impact,

influence,

andtocontrol

others.

Individuals

with

a

high

need

for

power

enjoy

to

be

burdened,

struggle

to

be

able

to

influence

others,

prefer to be placed in a competitive situation and status -oriented, and tend to be more

concerned

about

the

prestige

and

to

gain

influence

over

others

with

effective

performance.

The

need

for

power

is

the

driving

force

that

motivates

employee’smorale[12].

Therefore,

the

need

for

power

to

stimulate

and

motivate

morale

and

to

direct

all

one's

ability

to

achieve

the

best

power

or

position in the organization.

3.

Need

for

Affiliation.

McClelland

and

the

researchers

conclude

that

people who have a basic desire

to establish and maintain interpersonal relationships

are important, positive, and lasting. People who have a high need for affiliation can

spend more time to maintain social relationships, join groups, and always want to be

loved[13].

Performance Concept

There

are

various

opinions

about

the

performance,

as

suggested

by

Rue

&

Byars[14].

It

is

said

that

the

performance

is

a

result

of

the

level

of

achievement.

Performance

is

related

to

the

operations,

activities,

programs

and

mission

of

the

organization[15].

The

performance

is

the

quality

of

task-oriented

behavior

or

work[16].

Ndraha

says

that

the

performance

is

a

populist

manifestation

of

the

relationship

between

society

and

government[17].

While

Widodo

says

that

the

performance

is

an

activity

and

perfected

in

accordance

with

its

responsibilities

with

the

results

as

expected[18].

According

to

Institute

of

Public

Administration

of

the

Republic

of

Indonesia abbreviated as RI LAN, the performance is to formulate an idea of the level

of achievement of the implementation of an activity, program, wisdom in realizing the

goals, objectives, mission, and vision of the organization[19].

Research Hypothesis

a.

The

Directive

leadership

style

affects

employee

performance,

both

directly

and

indirectly

throughmotivation within the Office of Secretary

, W

est Sulawesi Province.

b.

The

Consultative

leadership

style

affects

employee

performance,

both

directly

and

indirectlythrough motivation within the Office of Secretary

, W

est Sulawesi Province.

c.

The

Participative

leadership

style

affects

the

performance

of

the

employee'

s

participation, eitherdirectly or indirectly through motivation within the Office

of

Secretary,

West

Sulawesi Province.

领导风格外文翻译文献

d.

The Delegative leadership style affects employee performance, both directly

and

indirectly

throughmotivation

within

the

Office

of

Secretary,

West

Sulawesi

Province.

ives

This research aims to generally describe and analyze the influences of leadership

style and motivation to the employee’s performance in the Office of the Secretary in

West Sulawesi Province. The main objectives of the research are:

1.

To

analyze

how

big

the

influence

of

instructive

leadership

style

to

employee’s performance e

ither directly or indirectly through motivation in the Office

of the Secretary in West Sulawesi Province.

2.

To

analyze

how

how

big

the

influence

of

consultative

leadership

style

to

employee’s

performance

either

directly

or

indirectly

through

mot

ivation

in

the

Office

of

the

Secretary

in West

Sulawesi Province.

3.

To

analyze

how

big

the

influence

of

participative

leadership

style

to

employee’s performance either directly or indirectly through motivation in the Office

of the Secretary in West Sulawesi Province.

4.

To

analyze

how

big

the

influence

of

delegative

leadership

style

to

employee’s performance either directly or indirectly through motivation in the Office

of the Secretary in West Sulawesi Province.

2. Research methods

This type of research is survey research using a quantitative approach and the

Office of Secretary, of the study

sites

in West Sulawesi Province. The

population

is

all

employees

in

West

Sulawesi

Provincial

Office

of

Secretary,

as

many

as

322 people. This study uses a

random sample (Stratified Random sampling). While

the

technique

of

determining

the

number

of

samples

uses

the

formula

of

Slovin[20].

Then

the

minimum

number

of

samples

(n)

is

obtained

proportionally:

76

people.

Analysis

of

research

data

uses

two

analytical

techniques,

namely

the

descriptive

analysis

and

inferential

analysis.

For

the

purposes

of

inferential

analysis,

the

approach

that

will

be

used

is

Multiple

Regression

and

Path

analysis.

Based on

the decomposition calculation

in the Table 1 above,

then

it

领导风格外文翻译文献

is

possible

to

interpret

the

data

by

making

a

more

exact

estimation,

that

is

by

calculating

employee

performance

variation

proportion

(Z)

that

can

be

predicted

through

instructive

leadership

style

(X1),

consultative

leadership

style

(X2),

participative

leadership

style

(X3),

delegative

leadership

style

(X4),

and

motivation

(Y).

According

to

Winharsunu,

to

find

out

how

big

theinfluence

of

every

free

variable

to

tied

variable

is

possible

by

calculating

the

multiplication

of

path

coefficient

(beta

coefficient)

with

correlative

coefficient

of

product moment[21].

The amount of effective contribution can be found through the multiplication

of

path

coefficient

(

?

)

with

the

product

moment

coefficien

t

(r)

for

a

certain

variable.

The

effective

contribution

of

the

influencing

varaible

(exogen),

i.e.

instructive

leadership

style

(X1),

consultative

leadership

style

(X2),

participative

leadership

style

(X3),

delegative

leadership

style

(X4), and motivation

(Y)

to

the

influenced variable

(endogen) either directly

or indirectly, with the whole effective contribution, with the following specification:

1.

The

effective

contribution

of

instructive

leadership

style

(X1)

directly

to

employee performance is 0.041 and

the

indirect

influence

through motivation

variable

(Y) is 0.299 with the

total

influence of 0.340 or 11.56%.

2.

The

effective

contribution

of

consultative

leadership

style

(X2)

directly

to

employee

performance is -0.002; and the indirect influence through motivation variable (Y) is 0.508

with the total influence of 0.506 or 25.60%.

3. The effective contribution of participative leadership style (X3) directly to employee

performance is 0.054; and the indirect influence through motivation variable (Y) is 0.066 with

the total influence of -0.012 or 1,2 %.

4. The effective contribution of delegative leadership style (X4) directly to employee performance is

0.143; and the indirect influence through motivation variable (Y) is -0.106 with the total influence of 0.037 or

13,69%.

ssion

In

line

with

the

hypothesis

test,

it

turned

out

that

three

of

the

four

path

hypotheses proposed in this research were significant paths, while the other path was not significant

and

can

be

seen

in

the

appendix.

The

significant

paths

were:

1)

The

effects

of

consultative

leadership

style

through

motivation

with

the

coefficient

of

0.714;

2)

The

effects

of

instructive

leadership style through motivation with the coefficient of 0.420; 3) Motivation toward the employee

领导风格外文翻译文献

performance

with

the

coefficient

of

0.712.

First,

based

on

the

data

analysis,

The

effects

of

instructive

leadership

style

had

the

closeness

of

direct

effects

on

employee

performance

and

indirect

effects

through

motivation

with

the

correlation

coefficient

of

0.420

(close)

and

the

determination

coefficient

of

0.34

or

11.56%.

Therefore,

it

can

be

concluded

that

instructive leadership style had

larger effects through motivation; yet, in order to increase the management’s support

toward

the

employee

performance,

the

target

of

accomplishing

all

activities

needed

to

be

noticed,

including

the

enhancement

of

experience,

insights,

and

the

ability

to

manage

the

organization

which

was

felt

to

be

still inadequate. This was expected to better increase the

management’s

motivation

both

the

work

motivation

and

the

commitment

in

the

organization. Another thing that needed to be done was the giving of appreciation and

reward to employees for their performance achievement.

Instructive

leadership

style

had

indirect

effects

through

motivation

but

it

could

direct

all

of

the

employee

potential

to

give

the

best

contribution

to

the

organization, including the career development of all the employees. The motivation

could

be

a

mutual

agreement

between

the

management

and

employees

in

order

to

make

the

organization’s

strategic

decision.

This

was

e

xpected

to

better

increase

the

work

motivation

and

commitment

to

the

organization.

Theoretically,

it

can

be

explained

that

instructive

leadership

style

indirectly

affects

through

motivation

and

directly

affects

employee

To

achieve

performance

and

satisfaction

is

based

on

several

types

of human’s needs, namely the for achievement, power and affiliation. With his skills

and

abilities

in

solving

problems,

a

leader

has

a

desire

to

have

good

achievement.

From

the

aspect

of

the

need

for

power[22],

Kreitner

and

Kinicki

state

that

the

need

for

power

drives

someone

to

influence,

guide,

and

teach

other

people

to

achieve

a

good

performance.

From

the

aspect

of

need

for

high

affiliation,

it

can

take

a

lot

of

opportunities

to maintain

social

relationships[23].

The

results

of

this

research

also

support

the

research

conducted

by Riswanti Rini who

concludes

that there

is a close effect between

leadership and motivation[24]. Further,

the

results of

this

research also support

fhis

research

also

support

the

research

conducted

by

Basuki[25]

and

Sanapiah[26]

who

conclude

that

there

is

a

close

and

positive

effect

between

leadership

performance.