KEPEMIMPINAN TRANSFORMASIONAL DALAM BUDAYA ORGANISASI

Masine Slahanti; Ani Setyowati

doi:10.23917/dayasaing.v23i2.16119

KEPEMIMPINAN TRANSFORMASIONAL DALAM BUDAYA ORGANISASI

Masine Slahanti⁽¹⁾, Ani Setyowati^(2*)

(1) Universitas Semarang
(2) Universitas Semarang
(*) Corresponding Author

Abstract

The role of the leader in an organization is the key factor to determin the success of the organization. By the organization leader, the members will be more easily managed and controled. Transformational leadership is one of leadership style that is able to create intrinsic motivation for organizational members. This study to determine the meaning of transformational leaders to create a better work culture in the company. This study uses a phenomenological method that focused on PT. Serkolinas Aman Nusantara Semarang. To obtain research results, researchers used unstructured interviews in extracting information. Unstructured interviews were addressed to nine number of employees at PT. Serkolinas Aman Nusantara Semarang. Research shows that the transformational type of leader style is able to create a positive work culture in the organization. Because, transformational leadership style is able to direct the behavior of organizational members to create value in accordance with organizational goals, thus ignoring the personal vision of organizational members.

Keywords

Leaders, Transformational leadership, Culture, Organizational Culture

Full Text:

PDF

References

Al-Swidi, A. K., Gelaidan, H., & Saleh, R. M. (2021). The joint impact of green human resource management, leadership and organizational culture on employees’ green behaviour and organisational environmental performance. Journal of Cleaner Production, 316(September 2020). https://doi.org/10.1016/j.jclepro.2021.128112

Andersen, J. A. (2015). Barking up the wrong tree. On the fallacies of the transformational leadership theory. Leadership and Organization Development Journal, 36(6), 765–777. https://doi.org/10.1108/LODJ-12-2013-0168

Ataro, G. (2020). Methods, methodological challenges and lesson learned from phenomenological study about OSCE experience: Overview of paradigm-driven qualitative approach in medical education. Annals of Medicine and Surgery, 49(August 2019), 19–23. https://doi.org/10.1016/j.amsu.2019.11.013

Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation. Technology in Society, 66(June). https://doi.org/10.1016/j.techsoc.2021.101635

Ballinger, C. (2004). Writing up rigour: Representing and evaluating good scholarship in qualitative research. British Journal of Occupational Therapy, 67(12), 540–546. https://doi.org/10.1177/030802260406701204

Bleiker, J., Morgan-Trimmer, S., Knapp, K., & Hopkins, S. (2019). Navigating the maze: Qualitative research methodologies and their philosophical foundations. Radiography, 25, S4–S8. https://doi.org/10.1016/j.radi.2019.06.008

Boyce, G., & Greer, S. (2013). More than imagination: Making social and critical accounting real. Critical Perspectives on Accounting, 24(2), 105–112. https://doi.org/10.1016/j.cpa.2012.06.002

Chua, W. F. (1986). Theoretical constructions of and by the real. Accounting, Organizations and Society, 11(6), 583–598. https://doi.org/10.1016/0361-3682(86)90037-1

Dwivedi, P., Chaturvedi, V., & Vashist, J. K. (2020). Transformational leadership and employee efficiency: knowledge sharing as mediator. Benchmarking: An International Journal, 27(4), 1571–1590. https://doi.org/10.1108/BIJ-08-2019-0356

Engelen, A., Schmidt, S., Strenger, L., & Brettel, M. (2014). Top management’s transformational leader behaviors and innovation orientation: A cross-cultural perspective in eight countries. Journal of International Management, 20(2), 124–136. https://doi.org/10.1016/j.intman.2013.04.003

Ferine, K. F., Aditia, R., Rahmadana, M. F., & Indri. (2021). An empirical study of leadership, organizational culture, conflict, and work ethic in determining work performance in Indonesia’s education authority. Heliyon, 7(7). https://doi.org/10.1016/j.heliyon.2021.e07698

Greaves, C. E., Zacher, H., McKenna, B., & Rooney, D. (2014). Wisdom and narcissism as predictors of transformational leadership. Leadership and Organization Development Journal, 35(4), 335–358. https://doi.org/10.1108/LODJ-07-2012-0092

Hofstede, G. (1980). Culture and Organizations. International Studies of Management & Organization, 10(4), 15–41. https://doi.org/10.1080/00208825.1980.11656300

Hoption, C., Barling, J., & Turner, N. (2013). “It’s not you, it’s me”: transformational leadership and selfdeprecating humor. Leadership & Organization Development Journal, 34(1), 4–19. https://doi.org/10.1108/01437731311289947

Jamali, H. R. (2018). Does research using qualitative methods (grounded theory, ethnography, and phenomenology) have more impact? Library and Information Science Research, 40(3–4), 201–207. https://doi.org/10.1016/j.lisr.2018.09.002

Jin, S., Seo, M. G., & Shapiro, D. L. (2016). Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership. Leadership Quarterly, 27(1), 64–84. https://doi.org/10.1016/j.leaqua.2015.09.002

Juliana, C., Gani, L., & Jermias, J. (2021). Performance implications of misalignment among business strategy, leadership style, organizational culture and management accounting systems. International Journal of Ethics and Systems, ahead-of-p(ahead-of-print). https://doi.org/10.1108/ijoes-02-2021-0033

Khan, N. A., Khan, A. N., Soomro, M. A., & Khan, S. K. (2020). Transformational leadership and civic virtue behavior: Valuing act of thriving and emotional exhaustion in the hotel industry. Asia Pacific Management Review, 25(4), 216–225. https://doi.org/10.1016/j.apmrv.2020.05.001

Kotter, J. P. (2001). What leaders really do. Harvard Business Review. https://doi.org/10.1109/EMR.2009.5235494

Kotter, J. P. (2007). Leading change: Why Transormation Efford Fail. Harvard Business Review. https://doi.org/10.7748/ns.33.2.26.s14

Kuhnert, W. K., & Lewis, P. (1987). Transactional and Transformational Leadership : A Constructive / Developmental Analysis. Academy of Management Review, 12(4), 648–657.

Kvale, S. (1996). Introduction: Interviewing as Research. In InterViews: An Introdouction to Qualitative Research Interviewing (hal. 1–13).

Lasrado, F., & Kassem, R. (2021). Let’s get everyone involved! The effects of transformational leadership and organizational culture on organizational excellence. International Journal of Quality and Reliability Management, 38(1), 169–194. https://doi.org/10.1108/IJQRM-11-2019-0349

Mangalam Birla, K. (2005). Transformational leadership. International Journal of Learning and Intellectual Capital, 2(4), 321–326. https://doi.org/10.1504/ijlic.2005.008088

Manoppo, V. P. (2020). Transformational leadership as a factor that decreases turnover intention: a mediation of work stress and organizational citizenship behavior. TQM Journal, 32(6), 1395–1412. https://doi.org/10.1108/TQM-05-2020-0097

Pattnaik, S. C., & Sahoo, R. (2021). Transformational leadership and organizational citizenship behaviour: the role of job autonomy and supportive management. Management Research Review, 44(10), 1409–1426. https://doi.org/10.1108/MRR-06-2020-0371

Puni, A., Hilton, S. K., & Quao, B. (2021). The interaction effect of transactional-transformational leadership on employee commitment in a developing country. Management Research Review, 44(3), 399–417. https://doi.org/10.1108/MRR-03-2020-0153

Ribeiro, S. C. M. (2020). Organizational Culture and Paradoxes in Management. In Organizational Culture and Paradoxes in Management. https://doi.org/10.4324/9780429265747

Schein, E. H. (2017). Organizational Culture and Leadership (Fifth Edit). John Wiley & Sons Inc, New Jersey, Canada. https://doi.org/10.4324/9781351017510-15

Shava, G., & Heystek, J. (2021). Managing teaching and learning: integrating instructional and transformational leadership in South African schools context. International Journal of Educational Management, 35(5), 1048–1062. https://doi.org/10.1108/IJEM-11-2020-0533

Smircich, L. (1983). Concepts of culture and organizational analysis. Administrative Science Quarterly, 28(3), 339–358. https://doi.org/10.4324/9781315241371-20

Sub, S., Jo, Y., & Hooper, T. L. (2015). Police transformational leadership and organizational commitment: mediating role of organizational culture. Policing: An International of Police Strategies & mangement, 38(4).

Xenikou, A., & Simosi, M. (2006). Organizational culture and transformational leadership as predictors of business unit performance. Journal of Managerial Psychology, 21(6), 566–579.

Xie, L. (2020). The impact of servant leadership and transformational leadership on learning organization: a comparative analysis. Leadership and Organization Development Journal, 41(2), 220–236. https://doi.org/10.1108/LODJ-04-2019-0148

Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: literature review. Journal of Management Development, 35(2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004

Zhang, S., Sun, W., Ji, H., & Jia, J. (2021). The antecedents and outcomes of transformational leadership: leader’s self-transcendent value, follower’s environmental commitment and behavior. Leadership and Organization Development Journal, 42(7), 1037–1052. https://doi.org/10.1108/LODJ-10-2020-0471

Zheng, J., Wu, G., Xie, H., & Li, H. (2019). Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence. International Journal of Managing Projects in Business, 12(4), 888–918. https://doi.org/10.1108/IJMPB-04-2018-0068

DOI: 10.23917/dayasaing.v23i2.16119