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

Main Article Content

Isabella Floriana
Rostiana Rostiana

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

Article Details

Section
Articles

References

Andersen, J. A. (2010). Public versus private managers: how public and private managers differ in leadership behavior. Public Administration Review, 70(1), 131-141

Anggoro, Wahyu Jati & Ancok Djamaludin. (2013). Pengaruh kepemimpinan berbasis ajaran astha brata dan efikasi diri pada komitmen afektif. Naskah Publikasi Universitas Gadjah Mada Yogyakarta.

As’Ad, Moh., Anggoro, Wahyu Jati., Virdanianty, Mariana. (2011). Studi eksplorasi konstrak kepemimpinan model Jawa : Hasta Brata. Jurnal Psikologi, 38(2) : 228-239

Blasé, J., Anderson, G & Dungan, S. Democratic principals in action : Eight pioneers. Corwin. 1995. 193pp. ED 380 890

Boyne, George A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39, 97–122.

Conley, D & Goldman, P. (1994). Facilitative leadership: How principals lead without dominating. OSSC bulletin series. Oregon School study Council, 43, 397-792

Darling, J., & Leffel, A. (2010). Developing the leadership team in an entrepreneurial venture: A case focusing on the importance of styles. Journal of Small Business and Entrepreneurship, 23(3), 355-371,481. Retrieved from https://search.proquest.com/docview/814855046?accountid=25704

Darling, J., M. Keeffe and J. Ross. (2006). Entrepreneurial Leadership Strategies: Keys to Operational Excellence. Journal of Small Business and Entrepreneurship Fall, 41-54.

Hirst, G., Mann, L., Bain, P., Pirola-Merlo, A. and Richver, A. ( 2004 ). Learning to lead: the development and testing of a model of leadership learning. Leadership Quarterly, 15 (1), 311 - 327 .

Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. London: Sage.

Hunt, J. & Dodge, G. E., (2000). Leadership déjà vu all over again. The leadership Quarterly, 11(4), 435-458. Doi:https://doi.org/10.1016/S1048-9843(00)00058-8

Kelloway, K. Barling, J., Kelley, E., Comtois, J., & Gatien, B. (2003). Remote transformational leadership. Leaderhsip & Organization Development Journal, 24(3), 163-171.

Koentjaraningrat. (2002). Pengantar ilmu antropologi. Jakarta: PT Rineka Cipta.

Nutt, P. (2006). Comparing public and private sector decision-making practices. Journal of Public Administration Research and Theory, 16(1), 289-318.

Pandey & Wright. (2010). Transformational leadership in the public sector: Does structure matter?. Journal of Public Administration Research and Theory, 20, 75-89

Pandey, Sanjay K., and Patrick G. Scott. (2002). Red tape: A review and assessment of concepts and measures. Journal of Public Administration Research and Theory, 12, 553–80.

Pandey, Sanjay K., Bradley E. Wright, and Donald R Moynihan. (2008). Public service motivation and interpersonal citizenship behavior in public organizations: Testing a preliminary model. International Public Management Journal, 1(1), 89-108.

Prajayanti, D. U & Suharnomo. (2012). Berkaca pada filosofi tepa selira “Sang juragan kayu”: Sebuah konstruksi sosial kepemimpinan Jawa Joko Widodo. Jurnal Diponegoro Business Review, 1(1), 1-15.

Rainey, Hal G., and Barry Bozeman. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of Public Administration Research and Theory 10, 447–70.

Shamir, Boas, and Jane M. Howell. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10, 257–83.

The Gallup Organization. (2013a, September 17). Why Indonesia needs authentic leaders. Business Journal. Retrieved from http://news.gallup.com/businessjournal/164378/why-indonesia-needs-authentic-leaders.aspx?g_source=position2&g_medium=related&g_campaign=tiles

The Gallup Organization. (2013b, December 17). Why Indonesia must engage younger workers. Bussiness Journal. Retrieved from http://news.gallup.com/businessjournal/166280/why-indonesia-engage-younger-workers.aspx

The Gallup Organization. (2015a, December 18). Engaged employees less likely to have health problems. Well-being Journal. Retrieved from http://news.gallup.com/poll/187865/engaged-employees-less-likely-health-problems.aspx

Yasasusastra, J. Syahban. 2011. Hasta Brata 8 unsur alam simbol kepemimpinan. Yogyakarta: Pustaka Mahardika.