J. Basic. Appl. Sci. Res., 3(10) , , TextRoad Publication

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1 2013, TextRoad Publication ISSN Journal of Basic and Applied Scientific Research Regent s Leadership Style in Improving Government Performance A study of leadership style in improving government s performance in Bulukumba Regency, South Sulawesi 1 Sudarmi Tajibu, 2 A.Y. Andi Gani, 2 Mardiyono, and 2 Suryadi 1 Doctoral Program on Department of Public Administration, Faculty of Administrative Science, University of Brawijaya, Malang, East Java of Indonesia 2 Department of Public Administration, Faculty of Administrative Science, University of Brawijaya, Malang, East Java of Indonesia ABSTRACT Local autonomy policy has resulted in the emergence of regent s power arrogance as an authority in a local region which has potential to play his leadership role in authoritarian way and avoid coordination with central government. Therefore, many aspects of regent s leadership highly influence local government s performance. This study generally aims to investigate the patterns of regent s leadership patterns in running his executive authority as well as his ability in motivating work performance and giving models in his governance while serving the community. The specific aim of the study is to describe leadership style of Bulukumba regent as well as describing the ability of leadership style of Bulukumba regent in anticipating situational conditions of working environment in Bulukumba regencial government. The objective of the study is to find a model of leadership style that is most suitable for the regent in anticipating situational conditions to improve the bureaucracy performance of the regencial government. Qualitative approach is utilized for the thick description of the study by looking at a number of variables related to the issues and units of the study to explore and clarify the phenomena of Bulukumba regent s leadership styles. The process of data analysis is started with review of the whole data from various information resources i.e. interview, observation that is recorded in field notes, personal documents, official documents, pictures and photographs. The results of the study indicate that Bulukumba regent has a fairly strong leadership character because he had led Pohuwato regency for two leadership periods. This strong leadership figure has been a fundament to gain victory and lead Bulukumba Regency for the leadership period of This study recommends that Bulukumba regent improve his role in integrating all groups in achieving the aims of Bulukuma Regency government. KEYWORDS: Leadership style, effective decision making, government performance INTRODUCTION There has been stated in Regulation number 32, 2004 that responsibilities and authorities of parts of governance are given to local governments through decentralization of authorities and by strengthening local autonomy. In autonomy era, local governments demand openness, accountability, responsiveness and creativity from central government hence leadership roles are essentially necessary. In the more competitive world, leadership ability and personnel resources are very neccesary in response to various challenges accurately, wisely, objectively and effectively. Effective leadership from a leader is a highly expected quality from all parties in interest of the successful leadership. One of criteria of effective leadership is the ability in making decision. Ability in decision making is not measured mainly through quantitative measurements which refers to the number of decisions being made, but the number of decisions that are made practically, realistically and plausibly as well as supporting the efforts to achieve organisational objectives. According to Kuye [1] In short, leadership is a duty that is performed by someone who is in charge of the activities of others. In its simplest form, leadership is the relationship and interaction between a superior and a subordinate. Given the big challenges confronting leaders in the public service today, we need to develop new skills of leadership and the same time, be in a position to address the salient issues of conflict of interest. Technical or functional skills are no longer sufficient. Leaders are required to be strategic, to lead beyond boundaries, and importantly to keep sight of the vision ahead with their feet firmly on the ground. Thus, the ability of leadership in encouraging cooperation activities between one person to another, therefore, successful leaders and managers will be able to manage an organization, can constructively influence others, and point the way and correct behavior should be done together (cooperate). Bulukumba s position in public sector leadership is faced to two different interests between the executive or as the leader and legislative or as the supervisor of governance and its work partners in the government of Bulukumba regency. The complexity of the problem arise at the meeting to discuss local *Corresponding Author: Sudarmi Tajibu, Doctoral Program on Department of Business Administration, Faculty of Administrative Science, University of Brawijaya, Malang, East Java of Indonesia. darmi47@yahoo.co.id 480

2 Tajibu et al., 2013 budgeting plan or RAPBD and local budgeting or APBD because each fraction in the representative board or DPRD of Bulukumba regency has different priorities based on its party s visions and missions. Sometimes the visions and missions that the fractions are fighting for contradict accountability principles. Whereas, the position of regent that has been influenced by the supporting parties during the regional election and executive interests as well as demand from society makes it obligatory for him to play a leadrship role that is acceptable by DPRD, executive and society. In that condition, normative principles becomes a fundament for the regent to play a particular leadership in facing different interests from government and DPRD to create government s visions and missions of Bulukumba regency government that fit the need and demand from society. The election of Zainuddin Hasan through two rounds of Pemilihan Umum Kepala Daerah (PEMILUKADA) or local leader election and beat the incumbent is a fresh start after a period under the governance of a leader in which APBD was never completed and decided on time, there was always a call-off. However, with the new leader, the 2010 RAPBD has been sucessfully decided on time. Indeed, the new regent is an experienced one and has a strong leadership characteristic because he had been in office for the regent in Pohoatu, Gorontalo. From the 10 Pilkada or local leader elections in South Sulawesi, the current Bulukumba regent was one of two candidates of regents who could beat the incumbent which therefore makes it interesting to investigate to give further valuable constructive inputs for the new Bulukumba regent. Problem of the study are how are directive, supportive and participative styles in Bulukumba regent leadership and how effective is regent s leadership styles in improving government of Bulukumba regency s performance MATERIALS AND METHODS Leadership in Public Sector Governance leadership is the application of leadership theories in governance. Of course, this application is highlighted by typical characteristics of governance itself. In other words, governance leadership shows borders that connect between leadership symptoms and governance symptoms. According to Ndraha [2], the concept of governance leadership consists of two sub concepts that are related to each other namely leadership concept with social value system and government s concept with formal value system. At any time, a formal leader or the authoritative leader is faced to numerous situations and rapid changes. He has to choose the role as formal leader or the authoritative leader. Therefore, leadership model has become a very essential issue when implemented in public sectors. Relevance of leadership model in a public organization will give a considerable contribution in the success of leader s role in integrating bureaucracy organization that tends to swell. An ideal leader in public sector according to Berry [3] must be able to reform public management to increase its efficiency. Reformation of public management in regencial or municipal government takes a leadership style that is able to drive and create a culture of private sector management that is adopted in the culture of public sector. Therefore, leadership in public sector is a universal symptom that occurs in every human group as a social system, ranging from small groups consisting of a few people to big groups called a nation. Government organization as a social system has also been widely investigated by researchers. The leader of government organization unit who lead a particular region, like a local leader, has different characteristics compared to other organizations. This governance leader is supposed to have two kinds of leaderships i.e.: organizational and social leadership [4]. The differences of both leaderships depend on four influencing variables i.e.: leader, followers, situation and condition. Leadership Style Basically, leadership style according to Pasolong [5] gives a considerable influence in the success of a leader in affecting behaviour. The term style is basically similar to the way used by a person when he is trying to affect other people s behaviour as observed. By referring to the definitions of styles/behaviours, leadership style can simply be defined as norms or patterns of behaviour that is used by a person (leader) when that person is attempting to affect other people (followers/cohorts). In this case, in the efforts to correspond the perceptions, the position of the person who is going to affect behaviour and the person whose behaviour is going to be changed become very important. Then, there are many leadership styles explained by experts in leadership and management. Siagian [6] states that although there has not been an agreement on the typology of leadership styles that are widely known today, there are five leadership styles that are acknowledged i.e.: autocratic, paternalistic, charismatic, laissezfaire and democratic. This idea is similar to that of Thoha [7] who states that for years when people talk about the leadership styles, they have identified two extreme categories of styles namely autocratic and democratic leadership styles. Government Performance Kumorotomo [8] uses several indicators of performance as guidelines in assessing the performance of public bureaucracy, they are: (1) Efficiency i.e. in association with the consideration of the success of public 481

3 service organization to gain profit, use production factors and considerations that originate from economic rationales. (2) Effectiveness i.e. whether the objectives of the public service organization have been achieved or not. This is closely related to technical, value, missions, organizational purpose rationales as well as the functions of development agencies. (3) Equity i.e. questioning the distribution and allocation of services held by public service organization. This criterion is closely associated with the sufficiency and appropriateness concepts. Both take into account whether particular level of effectiveness, necessity and values in society can be fulfilled. The issues related to development distributions, services for marginal groups and so on will be answered through this criteria. (4) Responsiveness i.e. unlike businesses that are run by private companies, public service organization is a part of country s or government s responsiveness towards urgent necessities in society. That s why, organization criteria should entirely be transparently accountable to fulfill the criteria of responsiveness. Further, Holloway in Nasucha [9] states that performance indicator can be in the form of accountability, efficiency, and equity. Methodology The approach of the study is qualitative method, based on the level on the description, thick description in nature i.e. attempting to explore and clarify the phenomena or social reality by describing a number of variables related to the issues and units of the study [10]. Strauss and Corbin [11] state that a qualitative study includes grounded theory, ethnography, phenomenology approach, life histories, and conversational analysis. Grounded theory is an attempt to create a theory inductively from a studied phenomenon by collecting and analysing data systematically. The site of the study is the local government of Bulukumba regency, South Sulawesi. The reason for the selection of research site due to its position as a potential autonomy region in South Sulawesi and the regent is elected directly. The method of data analysis used to Qualitative analyse data with collected through in-depth interview using data tringulation. Qualitative analysis with triangulation is utilised to gain more in-depth information in relation to leadership style of Bulukumba regent and local government performance of Bulukumba regency. Data analysis is carried out both during and after data is collected. Data analysis which is done based on the theme of the study will be useful in describing the result and/or conclusion of the study. RESULTS AND DISCUSSION The results of the study indicate that Bulukumba regent has a fairly strong leadership characteristic because he had served Pohuwato Regency for two periods. This strong leadership figure has been a fundament to gain victory and lead Bulukumba Regency for the leadership period of The significant leadership style of the regent in delegating works to his cohorts tends to use suitable styles to apply to his cohorts who have strong willingness and abilities in work. Bulukumba regent does not give too much support nor guidance because his cohorts are assumed to know how, when and where they have to carry out their tasks/responsibilities. By implementing such regent leadership styles, personnel or cohorts feel that they are cared for by the leader, hence it is expected that the work productivities will improve. The weakness in the leadership of Bulukumba regent is the non readiness of the regent leadership in preparing his followers to have similar vision and interest in carrying out the tasks. In dealing with indiscipline and mistakes of his cohorts, especially those who are related to him as a member of extended family, the regent seems to be ineffective and uses compromising approach. The Major Proposition is: Regent s optimum leadership is achieved by synthesizing situation and leadership styles either the directive, supportive or participative, both by leader in accordane with situation and by adjusting leader s behavior with the situation. Directive leadership style can be done if regent has a feeling of strong relationship between leader-cohorts, strict tasking structure and strong formal authoritative position. Supportive leadership style is done when regent implement reward and punishment to urge high-achieving cohorts to give positive contributions for the improvement of the organisation. Participative leadership style is done if regent can bring positive changes with his cohorts who consistently build group work, uniformity, commitment, modelling, sincerity, consistence, affection and optimism as well as support. Therefore, the application of directive leadership style of Bulukumba regent both directly and indirectly has given positive effects in improving work productivity of the personnel in his cohorts. Bulukumba regent s leadership styles which are touching hearts as well as his thoughts and intentions indicate that Bulukumba regent is highly attentive to tasks and human elements. The regent carries out authority and control especially in problem solving and decision making process. Bulukumba regent takes into account the inputs from his cohorts and his cohorts have limited freedom to express their ideas and are participated in decision- 482

4 Tajibu et al., 2013 making. In this case, regent s decision is a collective decision although the percentage of inputs from cohorts is relatively minimum; the focus of the acts is still on the invitation and persuasion. The model of participative leadership style was as in Figure 1. Participative Style of Leadership Regents Leadership quality of people Structures and bureaucratic processes Bureaucratic culture strategic plan, responsiveness and quality participation and compliance of subordinates Participative Leadership Style Model Findings Figure 1 Participative Style of Leadership Regents CONCLUSION 1. Bulukumba regent as the leader in seen in his directive style. The ability of a leader to lead the way to achieve the intended future goal is a very important investment in the life of the organization. 2. Bulukumba regent as the representative and speaker of the organization wisdom and activities is seen in his supportive leadership style. 3. Bulukumba regent as an effective communicator is seen in his participative style. The maintenance of its inner and outer relationship is carried out through communication process both in spoken and written forms. 4. Bulukumba regent as a mediator is seen in his participative style in the life of local government organization in which various conflicts occur and need to be resolved either in its inner or outer organization relationship. 5. The role of Bulukumba regent as an integrator which is seen in his directive style is a fact in the life of organization that the emergence of the tendency to think and act in specific groups within the members or organization can be caused by either positive or negative attitude. RECOMMENDATION 1. Bulukumba regent should improve his role in integrating all groups in working to achieve the developmental objective of Bulukumba Regency. This will eventually avoid prioritizing particular groups. An effective leader should be able to play a role as an integrator to think and act in accordance so that organization can reach the objectives with high level of efficiency, effectiveness and productivity and work in a totality. 2. Bulukumba Regent should have an ability to deal with imagination and possibilities that create relationships and highly valuable innovations by interacting with ideas, people and environment. REFERENCES 1. Kuye, Jerry O. 2006, The Changing Role of Leadership, Governance and Public Policy for a developmental state: Some critical cultural challenges facing governments of today, Journal of Public Administration, U.K 2. Ndraha, Taliziduhu Ilmu Pemerintahan I, II, dan III. BKU Ilmu Pemerintahan Kerjasama IIP- UNPAD. Jakarta. 483

5 3. Berry, Francis S. 2007, Government Reform, Public Service Values and the Roles of Public Sector Leadership in Serving Society, Paper of Workshop number 5: Leadership and the New Public Management, leading the Future of the Public Sector: The Third Transatlantic Dialogue University of Delaware, Newark, Delaware, USA May 31 June 2, Argyris, Chris, 2001, Leadership and Interpersonal Behavior. New York: Amacom. 5. Pasolong H Kepemimpinan Birokrasi. Bandung: Alfabeta. 6. Siagian, Sondang P Teori dan Praktik Kepemimpinan. Rineka Cipta. Jakarta. 7. Thoha, Mifta. [2005]. Kepemimpinan dalam Manajemen: Suatu Pendekatan Perilaku. Jakarta: PT. RajaGrafindo Persada. 8. Kumorotomo, Wahyudi Etika Administrasi Negara. Jakarta: PT Raja Grafindo Persada. 9. Nasucha, Chaizi Reformasi Administrasi Publik. Jakarta: Grasindo. 10. Faisal, Sanapiah Format-Format Peelitian Sosial. Jakarta: Rajawali. 11. Strauss, Anseim & Juliet Corbin Basic of Qualitative Research: Grounded Theory and Technique. London: Sage Publication 484