The Effects of Leadership on Organizational Effectiveness of Health Department in Wakatobi District South East Sulawesi, Indonesia

Transcription

1 The Effects of Leadership on Organizational Effectiveness of Health Department in Wakatobi District South East Sulawesi, Indonesia Rohana Thahier, Nurhaslia Sekolah Tinggi Ilmu Administrasi-Lembaga Administrasi Negara, Makassar; Health Department of Wakatobi District Abstract A success or failure of an organization is mostly determined by the factor of leadership. Therefore, this study aims to find the effects of leadership on organizational effectiveness. The research used survey method with associative approach. The population on this study was all employees of Wakatobi District Health Department with 56 respondents in total and they were determined using census sample technique. The data was collected by distributing questionnaires, observations, interviews and document reviews. Data analysis used classical assumption test, multiple regression analysis, and hypothesis test using SPSS. The results show that leadership affects organizational effectiveness significantly. It is showed by regression value that shows the number of F-test as 4,540 > F table 2,40 and p-value 0,02 < 0,05). Therefore, we encourage the leaders at Health Department of Wakatobi District to have the ability or behavior, such as: able to determine the organizational direction and goals, decision making, motivate employees, exemplary and have responsibility for the performance. Keywords: Leadership, Organizational Effectiveness, Employee Empowerment, Employee Motivation. Page 313

2 Introduction A strategic issue of health development in Indonesia is the achievement of Millennium Development Goals (MDGs) in the health field. From the eight agenda of the achievement of MDGs, five of them are health field, consist of: Eradicating extreme poverty and hunger (goal one); Reducing child mortality (goal four); Improving maternal health (goal five); Combating HIV/AIDS, Malaria and other diseases (goal six); Ensuring environmental sustainability (goal seven). Law Number 36 of 2009 on Health in the preamble of Article (51) states that "health effort is based on a minimum service standard of health which is regulated by the Government Regulation. Operationally, the Minister of Health in Indonesia has issued the Minister of Health Regulation Number: 741/Minister of Health/REG/VII/2008 on Minimum Service Standards (MSS) of Health Field in the district/municipality. Minimum service standards of health field consist of eighteen types of services, which have reflected most of the indicators of the Millennium Development Goals (MDGs). Three main perspectives in analyzing organizational effectiveness are perspective of goal optimization, system perspective and perspective of human behavior (Steers, 1985). All this time Health Department of Wakatobi District has not worked effectively, although some policy models performed have taken a side to people, but the fact on the field has not shown completion on the root of health problems properly, it can be seen from the low achievement of Minimum Service Standards (MSS) of health field on One of rational thinking approaches in administration states that leadership is the core of management. Management can be seen as a group of people who occupy various leadership levels and position (Siagian: 2003). In Health Department of Wakatobi District there are 17 structural positions, in which there are 4 people with education level below the Undergraduate, that is one Diploma, one senior high (SPK) and one PGSD (Primary Teacher Education). In addition, there are 3 people with education level outside health that is 2 people with the degree in economics and one PGSD. This will affect the achievement of organizational goals, because the quality of a person can be seen from the education level and education background. Leadership is the process of influencing others to understand and agree with what needs to be done and how the task is done effectively, as well as the process to facilitate individual and collective efforts to achieve common goals (Yulk, 2010). Symptoms that appear in the leadership in the bureaucratic environment in general is the lack of understanding about the direction or goals to achieve by the organization/work unit. Leaders tend to carry out routine tasks, make them less able to create or develop an innovative model in their work. The same symptom occurs at Health Department of Wakatobi District, where they lack of leader ability as the formulator to determine the organizational direction and goals. This can be seen in the document of Medium Term Development Plan (RPJMD) of Wakatobi District , which set out six priority programs of health field with twelve indicators showing that the priority programs of health field Wakatobi District, both in terms of programs and indicators have shown a lack of synergy with Minister of Health Regulation No. 741/Minister of Health/REG/VII/2008. The obscurity of this direction leads to worst utilization of all facilities and infrastructure available. Page 314

3 In addition, there are problems in decision making by leaders to solve the issue. In the Budget Implementation Document of Regional Government Agency (DPA-SKPD) in 2015 there are training activities of Normal Delivery Care (APN) to increase the capacity of midwives in improving maternal and child health. The normal delivery care activity is decided to hold in Wakatobi. According to the Decree of the Health Minister No: 725/Minister of Health/Decree/V/2003 on Training Implementation Guidelines of Health Field article three letter (a) states that "specific technical training that needs specific infrastructure can be organized by work units or organizational units of health effort executive in accordance with their competence. Based on the Decree of the Minister of Health, normal delivery care training must be held at the Health Training Centre Kendari. Leaders must be able to motivate the employees who are less enthusiastic in conducting activity in daily life. This phenomenon can be seen in the results of preliminary observations which show one employee working space, where there is only an employee in the room during the working hours and two employees who leave the working space and sit leisurely in another room. The key of leadership is exemplary, since leadership today is exemplary tomorrow. Failure happened in many places, in many regions in Indonesia it is mostly caused by exemplary factors which is fading and increasingly difficult to find. There is a possibility that this condition can occur at Health Department of Wakatobi District. Moreover, there is also a problem of low responsibility of the leaders on organizational performance. In DPA-SKPD 2014, there is no budget available for performance evaluation, both semester evaluation and annual evaluation. In 2015, the budget is accommodated, but only semester evaluation that can be carried out in middle of 2015, while the year-end evaluation cannot be carried out, because the activity budget is abolished after the establishment of Revised Regional Budget (APBDP) in One of the main factors affecting organizational effectiveness is on the characteristics of policies and management practices, where one of them is the factor of leadership. Leadership practice can effect and hamper the achievement of the organization (Steers, 1985). The importance of leadership problems, make the leaders always become focus of the evaluation regarding the causes of success or failure of an organization. Therefore, the authors are interested to know whether there is an effect of leadership on organizational effectiveness of Health Department of Wakatobi District. Based on the purpose above, there are two hypotheses to be tested in this study, namely: H 0: There is no effect of leadership (X) on organizational effectiveness (Y) of Health Department of Wakatobi District. H 1: There is an effect of leadership (X) on organizational effectiveness (Y) of Health Department of Wakatobi District. Research Methods Type of Research The method used in this research was survey method with associative approach. Page 315

4 Population, sample and Informant The population of this research was all employees working at Health Department of Wakatobi District with fifty-six people in total, consisted of seventeen structural officers and thirty-nine employees. The established sample of fifty-six people was appropriate according to the amount of the population using the census sample technique. The informants were four people including one Section Chief and three employees. Techniques and Instrument of Data Collection Techniques and instrument of data collection consisted of questionnaires, observation, interviews and documents reviews. Processing Techniques and Data Analysis Data processing techniques were in the form of data editing, coding, tabulation, and processing by using the application of Statistical Packages for Social Science (SPSS) version Hypothesis testing in this study used: 1. Analysis of correlation coefficient (r) to determine the correlation between independent variable on dependent variable. The value of r ranged from 0 to 1, the value closer to 1 meant that the correlation became stronger; otherwise the value closer 0 meant the correlation became weaker. 2. T test was used to test the effect partially between independent variable on dependent variable, with a condition that when t was smaller or equal to ( ) t table then H0 was accepted and Ha was rejected. To search t table with df = N-2 the statistic table was used. 3. F-test was used to determine whether independent variables collectively affected the dependent variable. Basis for the decision making on the results of hypothesis results were as follows: a. If F count > F table, then variable X affected variable Y. b. If F count <F table, then variable X did not affect variable Y. The confidence level used was 95%, so testing using two-tailed test to determine whether there was effect with 5% of confidence level. The formula to find the value of F table, was df1 (total variables - 1) and df2 (n - k - 1). 4. The Coefficient of Determination (R2) test was used to determine the contribution percentage of independent variables simultaneously effects on dependent variables. This coefficient showed how much percentage of the independent variables variation used in the model was able to explain the dependent variable variation. In the output results of model summary that can be a standard was Adjusted R Square. Research Results The formulated vision of Health Department of Wakatobi District is a picture of the desired future state wanted by Health Department of Wakatobi District is Creating a Wakatobi Page 316

5 Community that is Healthy, Independent and Qualified". To realize the vision of the Department of Health as described above, the mission of the Department of Health is set within four missions as follows: 1. Increasing healthy life expectancy as well as the coverage and quality of health services. 2. Increasing the coverage of immunization service, eradication of diseases, health promotion as well as clean and healthy behavior. 3. Reducing mortality of maternal, infant and the prevalence of malnutrition. 4. Increasing the availability, affordability and control of medicines, medical supplies, food and beverages. Based on the overall composition of the positions, the majority of positions according to Echelon at Health Department of Wakatobi District are Echelon IVa position of 11 people (64.71%), Echelon IIIb is 4 people, while Echelon IIa and IIIb are 1 person respectively. The employees ages range between years old is 33 people (58.93%), the age category of years old is 15 people (26.79%), while the smallest respondents that is in the category of years and> 54 years is 6 people (10.71%) and 2 people (3.57%). The majority of women employees are 64.29%, whereas male respondents are 35.71%. Employees with class III is 47 respondents (83.93%), group IV (7.14%) and temporary employees is 5 respondents (8.93%). The employees education level of the undergraduate majority is 39 people (69.6%), Diploma 10 people (17.86%) and the smallest that is in the education group of graduate and senior high/spk is 4 people (7.14%) respectively. The majority of employees who have been working for 6-10 years is 27 (48, 21%), 1-5 years is 15 people (26.79%), years is 5 people (8.93% ), and the lowest working time of years and > 20 years are 4 people (7.14%) and 5 people (8.93%). Conclusion on the mean of responder for leadership variables are: Table 1 Respondents Response to Leadership Variable No. Dimension Mean of Respondents' Answer Criteria 1 Determine the organizational direction and goals 3,96 High 2 Decision making 3,63 High 3 Motivate 3,77 High 4 Exemplary 3,62 High 5 Responsibility to organizational performance 3,81 High The overall mean 3,74 High Source: Processed Result of Primary Data, Page 317

6 From Table 1, it is known that the overall mean of respondents' answers on the dimensions determine the organizational direction and goals which are at high criteria, the dimension of decision making is at high criteria, dimension of motivate employees is at high criteria, dimension of exemplary is at high criteria, and the dimension of responsibility to organizational performance is at high criteria, so that the overall mean of respondents' answers to the leadership are at the high category. Therefore, it can be concluded that the leadership at Health Department of Wakatobi District is on the high/well category. This is supported by quotations of the interview result of one of the staff Sub Division Program (February 9, 2016, 13:00 pm) that "We work according to orders, I was assigned to the Development Planning Agency at Sub-National Level to take care of theplanning, I did, and I was assigned to the affairs of the National Health Insurance (JKN ) in Health Care and Medical Services field, I finished it up to the ministry ". Conclusions on the respondents response mean on the organizational effectiveness variable are: Table 2 Respondents Response on organizational effectiveness variable No. Dimension Mean of Respondents' Answer Criteria 1 Job performance level of the employee 3,86 High 2 Employee productivity 3,73 High 3 Employee satisfaction 3,86 High 4 Employee commitment 4,24 High The overall mean 3,96 High Source: Processed Result of Primary Data, 2015 From Table 2, it can be seen that the mean of respondents' answers on the dimension of job performance is at high criteria, the dimension of employee productivity is at high criteria, the dimension of employee satisfaction is at high criteria, the dimension of employee commitment is at high criteria, so that the overall mean of respondents' answers on the organizational effectiveness is at high category. Therefore, it can be concluded that the organizational effectiveness at Health Department of Wakatobi District is on the effective category. This is supported by the results of the interview of one of the section heads (February 10, 2016, at pm) that "There is no program evaluation, but each program still recaps the reports from the community health center to be sent to the province and usually at the year-end there is an evaluation call in the province Department of Health The result of the analysis of the coefficient correlation of independent variable on dependent variable is X1 (.389), X3 (0.214) and X5 (0.331). This indicates that the variables determine the organizational direction and goals, motivate employees and responsibility to performance has a low level of correlation on organizational effectiveness. While X2 (0,002) and X4 (0,154) show that the variables of decision making and exemplary exist at the very low level of correlation on the organizational effectiveness. Page 318

7 The test results of t test show that: 1. Dimension of determining the organizational direction and goals (X1) with a value of t count > from t table 2,008 and p-value <0.05, meaning that H0 is rejected. 2. Dimension of decision making (X2) with a value of t < from t count table 2,008 and p-value 0.921> 0.05, meaning that H0 is accepted. 3. Dimension of motivate employees (X3) with a value of t count 1,107 < from t table and p-value > 0.05, meaning that H0 is accepted. 4. Dimension of exemplary (X4) with a value of t count < from t table 2,008 and p-value 0.491> 0.05, meaning that H0 is accepted. 5. Dimension of the responsibilities of the organizational performance (X5) with a value of t count 2,595 > from t table 2,008 and p-value <0.05, meaning that H0 rejected. There are two dimensions that have effect partially on the organizational effectiveness, namely X1 and X5. The other three dimensions do not affect partially on the organizational effectiveness. The model of the regression equation is as follows: Y = ,694X1-0,030X2-0,389X3 + 0,314X4-1,203X5 The test results of F test show that the value of F count > F table 2,40 and p-value <0.05, so Ha is accepted. It can be concluded that all the independent variables in this study simultaneously affect the organizational effectiveness of Health Department of Wakatobi District significantly. It means that if determine the organizational direction and goals (X1), decision making (X2), motivate employees (X3), exemplary (X4) and the responsibilities to the performance (X5) increase together, it will affect on the increase of organizational effectiveness, and vice versa if determine the organizational direction and goals (X1), decision making (X2), motivate employees (X3), exemplary (X4) and the responsibilities to the organizational performance (X5) increase together, it will affect on the organizational effectiveness. The results of coefficient of determination results can be seen in Table 3 below: Table 3 Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1.559(a) Predictors: (Constant), TOTALX5, TOTALX1, TOTALX4, TOTALX3, TOTALX2 Source: Processed Result of Primary Data, SPSS output, 2015 Based on Table 3, it can be seen that the value of Adjusted R Square is 0,243 (24.3%), so it can be said that 24.3% of the variation of dependent variables, the organizational effectiveness (Y) on the model can be explained by the independent variables that determine Page 319

8 the organizational direction and goals (X1), decision making (X2), motivate employees (X3), exemplary (X4) and the responsibilities to the organizational performance (X5). Or in other words, the ability of leadership variable in explaining the organizational effectiveness is 24.3%, while the rest 75.7% (from 100 to 24.3) is described by other dimensions (factors) outside this research model. Based on the results of multiple regression analysis, the value of multiple correlations (R) of 0,559 is obtained. This coefficient indicates the degree of correlation or correlation of dependent variables to independent variables. The R value of indicates the correlation exists between all independent variables and dependent variables. Discussion Siagian (1994: 4) suggest that leader groups within the organization are usually categorized into three groups, namely top management, middle-level management and low-level management. It can be concluded that the leader groups in the organization of Health Department of Wakatobi District is the top management with Echelon IIa that is the Head of Department assisted by the Secretary with Echelon IIIa, then the middle-level management with Echelon IIIb is four people of the Head of Division and low level with Echelon IVa consists of three Sub- Division people and eight Head Section people. Siagian (1994: 5) states that the top management groups are typically involved in strategic decision making, middle-level leaders groups responsible for tactical or technical decision making, while the low level leaders groups responsible for operational decision making. So the leaders on Echelon IIa and IIIb positions are highly demanded of their capabilities in strategic decision making in the organization, and on Echelon IIIb they responsible for tactical or technical decision making, while on the Echelon IVa responsible they for operational decision making. This shows that the higher one's position in the leadership in the organization, the meaning and role of managerial skills become more prominent. One s maturity can be seen from the age of a person that is one of the factors that will affect the ability, knowledge, responsibility of someone in act, think and make decisions. Goolsby, (1992) explains that older employees are more likely to be more established in think and act and they are more used to deal with problems that arise in the workplace, so they are more familiar and able in facing the problems that arise in the workplace. Therefore, their decision making tends to be more effective than younger employees. Most employees at the Health Department of Wakatobi District are still at young age. This illustrates the unsettled nature of employees in think and act to address the issues that arise in the workplace, so it affects on the ineffectiveness of decision making. However, the high percentage of respondents with such a young age will become the opportunities in the future, especially regarding the leadership succession. Pulkinnen (1996) research describes the fundamental personality differences between women and men that conclude that men are generally individualistic, aggressive, impatient, more assertive, have higher self-confidence and master the work more while women tend to be more attentive to others, submissive, passive, put the feelings first and have greater responsibility of taking care of the family than men. These differences cause the female employees tend to behave and act appropriately or consistently with the policies and rules of the organization. A large part of the employees behavior of Health Department of Wakatobi Page 320

9 District tends to behave and act in accordance or in line with the policies and rules of the organization. This has contributed to the leadership effectiveness within an organization. Goolsby, (1992) states that the age and work experience factors are interrelated in which both of them affect the ability of employees in dealing with problems and making decisions. Goolsby, (1992) adds that employees who have a longer working period are more likely to understand the applicable reward and expectations structures in the organization so that they have more effective behavior than less experienced employees. With the high level of respondents with 6-10 years working period at Health Department of Wakatobi District, then most employees tend to understand the applicable reward and expectations structures in the organization, so they have more effective behavior. Wirjana and Sopardo, (2005: 11-12) describe one leadership approach that focuses on the team area that the leader should be able to explore and raise the spirits of others in the team. One of the functions of a leader among others is as an encouragement and incentive of subordinates in order to work well. If this function fails to complete by the leaders, employees performance will not be optimal. The role of a leader in improving the job performance of employees is very important, if the leaders are able to motivate the employees, then employees will be more motivated to improve their performance further. Direct involvement can be done when the employees meet a deadlocked in facing the problems to complete work. This is similar to the concept of leadership proposed by Pasolong, (2008: 1) that leader comes from the word "lead" which means guide, which bear the verb "leading" which means to guide or lead. Therefore, each leader must be able to guide or lead his/her subordinates at work. Exemplary is where the leaders become an example and role model for employees. Siagian, (2003; 105) suggests that a leader must be able to project the personality of "fatherly figure" which can be defined as someone who is respected, admired, a figure or an idol. Leadership effectiveness of someone will be greater if the exemplary is not only reflected in organizational life, but also in his/her personal life. By the nature of his/her exemplary, a leader will be able to affect the thoughts, attitudes and actions of others in order to fit with what he/she wanted. Leadership is the ability to affect the behavior of others who become subordinates in such a way that the behavior becomes a powerful driving force for positive actions in the interests of the organization as a whole (Siagian, 1994: 16). Leaders who inspire subordinates will always provide high spirits to their subordinates to provide excellent job performance for the organization. If not, the employees will be ignorant to the tasks given. Steers, (1985: 182) argues that leadership serves as a means of accomplishing tasks. Instructions and supervision given by leaders can help employees with good task completion. Giving instructions and supervision in completing a task are necessary to be given to the employees when the leaders impose certain jobs to employees, especially it is new tasks for employees. If not, the tasks probably cannot be solved effectively and efficiently. The results of partial test (t test) with the conclusion that there are two dimensions that affect partially on the organizational effectiveness namely determine the organizational direction and goals and responsibility to the performance. While decision making, motivate employees Page 321

10 and responsibility to the performance do not affect partially on the organizational effectiveness. Dimensions that define the organizational direction and goals have significant effect partially on the organizational effectiveness. It means that if the leader's ability to determine the organizational direction and goals increase, then the organizational effectiveness will increase. The results are consistent with the concepts described by Siagian, (2005: 47) that one of the essential functions of leadership is the leaders as a determinant of the direction that will be taken in achieving the goals. The concept above is supported by Kartono, (2010: 36) who suggest the terms of leadership called power, authority and ability. From that perspective, the leaders with the power and authority that they have are required to have a very high ability in determining the organizational direction and goals. By looking at leadership positions at Health Department of Wakatobi District, it is very difficult thing to do. It is because the quality of leadership is strongly affected by personal abilities that can be seen from the background and education level. So it is necessary to improve the relevant leadership capacity in accordance with their leadership positions level. Dimension of decision making has no effect partially on organizational effectiveness at Health Department of Wakatobi District. It means that if the leader's ability in decision making decrease, the organizational effectiveness increase. This is because most of the employees at Health Department of Wakatobi District have the high enthusiasm to their work. This condition is similar to the concept proposed by Steers (1985: 5) which suggests one of the main perspectives in analyzing the organizational effectiveness is the perspective of human behavior which emphasizes the role of human behavior with the effect to the achievements of the organization. It can be associated with the concept described by Rost, (Safaria, 2004: 3) that defines leadership as a relationship of mutual effect between leaders and followers (subordinates) who want actual change that reflects a common goal. Based on that perspective, so to improve the organizational effectiveness, the leader in Health Department of Wakatobi District should involve a deep effect of relationship between superiors and subordinates so it can affect the enthusiasm of employees to make significant changes to the achievement of organizational goals. Dimension of motivate employees has no effect partially to the effectiveness of Health Department of Wakatobi District. It means that if motivates employees decrease, then the organizational effectiveness will increase. This is because most of the employees at Health Department of Wakatobi District have a strong commitment to support the achievement of goals. This condition is in line with the concept of Steers, (1985: 8), which suggests one of the main factors that affect the organizational effectiveness on the characteristics of employees named commitment. It can be linked to the concept of Yulk, (2010: 8) that leadership is a process of influencing others to understand and agree with what needs to be done and how the task is done effectively, as well as the process to facilitate the individual and collective efforts to achieve a common goal. In order to improve the organizational effectiveness, the leader of Health Department of Wakatobi District, should facilitate employee commitment by directing them to achieve a common goal. Page 322

11 Dimension of exemplary has no effect partially on organizational effectiveness at Health Department of Wakatobi District. It means that if exemplary decrease, the organizational effectiveness will increase. It is because most of the employees at Health Department of Wakatobi District are able to finish the job. Gibson et al., (1996: 32) explains that the individual effectiveness is the most basic level, where the task that must be done is part of the job or position within the organization. Next is the group and organizational effectiveness. Based on this perspective, the job performance level of the employee of Health Department of Wakatobi District is on the most basic level that is the individual effectiveness. Thus, an effort to improve the individual effectiveness in the level of group effectiveness and the level of organizational effectiveness is needed. This is similar to the leadership concept proposed by Wirjana and Supardo, (2005: 11-12) called a system approach that focuses on four critical areas, namely self, team, group and organization. From both perspectives above, Health Department of Wakatobi District can improve organizational effectiveness by improving leadership in the groups and organizations area. The leaders of the group area at the level of the head of division (Echelon III) and section head (Echelon IV), can unite the efforts of individuals or employees and teams with higher organizational goals, while the organization area (Head of Department and Secretary), deals with the strategic direction of the organization, enhance the value of members, as well as building relationships with the external environment. Both of these can be done if the leaders follow the employee performance and improve management process. Dimension of the responsibility to the performance affects the organizational effectiveness of Health Department of Wakatobi District. It means that the higher the leader's responsibility to the performance, the organizational effectiveness will increase. This finding is supported by the concept of Lee James, (Kartono, 2010: 36) that argues that a leader must have several advantages, one of them is responsibility. Furthermore, Kartono, (2010: 61-62) describes the functions of leadership within the organization that is conducting an evaluation and reevaluation. Based on that perspective, the leaders of Health Department of Wakatobi District must have a high responsibility to the performance by conducting periodic evaluation. The evaluation is done to tell the employees what to expect and to build a better understanding of each other within the organization. Evaluation of the performance focuses on assessment as a process of measuring the extent to which the work of a person or a group of people can be useful to achieve the goals set. The results of simultaneous test (F test) show that leadership significantly affects the organizational effectiveness. With the evidence of this hypothesis, then the organizational effectiveness can be improved when the leaders have a behavior, such as: (1) able to determine the organizational direction and goals, (2) decision making, (3) motivate employees, (4) exemplary and (5) responsibility to performance. These findings suggest that the better the quality of leadership, the organization will be more effective. Therefore, leadership is essential in achieving the goals that have been set. The results are consistent with the concepts described by Steers (1985: 8) that one of the main factors that affect the effectiveness of the organization is on the characteristics of policies and management practices, where one of them is the leadership factor. Furthermore, Steers (1985: 11) argues that leadership practices can affect and hinder the achievement of organizational goals. Page 323

12 To see the effect of all independent variables on the dependent variable, it can be seen from the coefficient of determination amounts to or variable affect magnitude leadership on organizational effectiveness Health Department of Wakatobi District which is 24.3%, while the remaining 75.7% is determined by other dimensions (factors) outside this research model. The results of this study support the results of empirical research of Rukmani, K et al., (2010) which show the importance of the transformation of leadership in achieving organizational effectiveness. Transformational leadership is a leadership style that inspires and empowers individuals, groups and organizations with a way to transform the paradigms and values of the organization toward independence. To transform the paradigms and values an exemplary leader who is able to build optimism and confidence of his/her followers is needed. This study is also consistent with the results of Ahmad and Sumarlin (STIA LAN Makassar, 2014: 24) on the Regional Employment Agency (BKD) of South Sulawesi province that provides empirical evidence that there are positive effects between the leadership and the organizational effectiveness. This study uses indicator of leadership style, decision making and freedom as well as exemplary. The results of the study conducted by Hidayat, Rachmad (2013) concludes that there is a significant positive effect from the leadership variable to organizational commitment. Although there are differences in the dependent variable used, but the study indirectly explains that leadership effect on organizational effectiveness. The conclusion is derived due to the reason that commitment is the dimension of organizational effectiveness in this study. Conclusions And Recommendations The results of the study show that simultaneously, leadership affects the organizational effectiveness significantly. Dimensions determine the organizational direction and goals, and responsibility dimension on the performance partially affects the organizational effectiveness of Health Department of Wakatobi District significantly. One of essential functions of leadership is the leader as the determinant of the direction that will be taken in an attempt to achieve the goal. Therefore, an activity of improving leadership capacity through relevant education and training is necessary in accordance with the level of leadership positions within the organization. Top leaders level is related to the organization's strategy, middle leaders level is related to the managerial capability and low leaders level related to the operational. In addition, leaders should have more responsibility to the organization, one of which is the responsibility to the performance. This responsibility can be performed by conducting an evaluation and re-evaluation periodically. Evaluation of the performance focuses on assessment as a process of measuring the extent to which the work of a person or a group of people can be useful to achieve the goals set. Page 324

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