PERAN KEPEMIMPINAN HASTA BRATA TERHADAP KETERIKATAN KERJA PADA KONTEKS PERUSAHAAN BUMN DAN PERUSAHAAN SWASTA

Isabella Floriana, Rostiana Rostiana
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Abstract

Dalam dekade terakhir, penelitian mengenai kepemimpinan mengalami repetisi sehingga diperlukan penelitian mengenai kepemimpinan baru. Tujuan penelitian ini adalah untuk mengtahui peran kepemimpinan Hasta Brata terhadap keterikatan kerja pada konteks perusahaan BUMN dan perusahaan Swasta. Hasta Brata adalah konsep kepemimpinan yang berasal dari budaya Jaya dan Hindu; yang berarti delapan perilaku Dewa (percaya diri, sikap keterbukaan, peran fasilitatif, kominikatif, perhatian pada kinerja, interaktif, dan ketegasan bersikap). Data dikumpulkan dari 236 partisipan yang berasal dari perusahaan penerbangan di Jakarta (103 partisipan berasal dari perusahaan BUMN dan 133 partisipan dari perusahaan Swasta) dan dianalisa menggunakan regresi berganda dengan SPSS. Hasil dari analisa tersebut menunjukkan bahwa kepemimpinan Hasta Brata memberikan kontribusi terhadap keterikatan kerja baik di perusahaan BUMN maupun di perusahaan Swasta. Tetapi kedua perusahaan ini menunjukkan hasil perilaku kepemimpinan Hasta Brata yang berbeda terkait dengan keterikatan kerja. Pemimpin yang memiliki kemampuan berperan fasilitatif ditemukan memiliki hubungan yang erat dengan keterikatan kerja pada perusahaan BUMN. Sementara pemimpin yang memiliki ketegasan bersikap berperan terhadap tingkat keterikatan kerja pada perusahaan Swasta. Secara keseluruhan, penelitian ini membutktikan adanya perbedaan kepemimpinan Hasta Brata pada dua sector perusahaan, yakni perusahaan BUMN dan perusahaan Swasta

 

In the past decade, research on leadership has experienced repetitions that research on new leadership is needed. The purpose of this study is to uncover the role of Hasta Brata leadership towards work engagement in the context of state-owned companies and private companies. Hasta Brata is a concept of leadership originating from Jaya culture and Hinduism; meaning eight Divine behaviors (confidence, openness, facilitative role, communicative, attention to performance, interactive, and assertiveness). Data were collected from 236 participants from airlines in Jakarta (103 participants came from state-owned companies and 133 participants from private companies) and analyzed using multiple regression with SPSS. The result of the analysis showed that the Hasta Brata leadership contributes to work engagement in both state-owned companies and private companies. However, these two companies show different results of Hasta Brata leadership behaviors in relation to work engagement. Leaders with facilitative role skills are found to have a close relationship with work attachments in state-owned companies. Meanwhile, assertive leaders contribute to the level of work engagement in private companies. Overall, this study proves the difference in Hasta Brata leadership in two corporate sectors, namely state-owned companies and private companies.

Keywords: Hasta Brata leadership, work engagement

Keywords

Kepemimpinan Hasta Brata; Keterikatan kerja

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