Indonesian leadership styles: A mixed‐methods approach

Abstract

Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person‐ versus team‐oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects.

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“…Collaboration requires the will from multiple stakeholders to take action, which promotes shared value. Therefore, both leaders and stakeholders have to be aware of the conditions set and expect that others will set conditions for them (Suryani, Vijver, Poortinga, & Setiadi, 2012). Collaboration is built on relationship dynamics, and true execution happens when there is willingness for participation believing in a common purpose and aligned values, despite setbacks.…”

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“…Mereka mendapatkan tujuh dimensi paternalistic leadership di Indonesia . Penelitian lainnya dilakukan oleh Suryani et al, (2012), mengenai karakteristik kepemimpinan di Indonesia.…”

“…Penelitian ini menemukan bahwa kepemimpinan Indonesia memiliki dua komponen, yaitu transformational-bapak-ism dan self-oriented leadership. Mereka menyimpulkan bahwa kepemimpinan Indonesia memiliki aspek emic (budaya spesifik) dan aspek etic (universal) (Suryani et al, (2012).…”

“…, kepemimpinan dalam penelitian ini dinilai berdasarkan perilaku atasan. Adapun pertanyaan terbuka yang dimasukkan dalam kuesioner merupakan modifikasi dari pertanyaan dalam wawancara dan FGD yang digunakan olehSuryani et al (2012) dalam penelitiannya. Pertanyaan tersebut didasarkan pada tinjauan perilaku manajemen menurutYukl (2004) dalamSuryani et al(2012).…”

“…Adapun pertanyaan terbuka yang dimasukkan dalam kuesioner merupakan modifikasi dari pertanyaan dalam wawancara dan FGD yang digunakan olehSuryani et al (2012) dalam penelitiannya. Pertanyaan tersebut didasarkan pada tinjauan perilaku manajemen menurutYukl (2004) dalamSuryani et al(2012). Mereka berpendapat bahwa pendekatan yang efektif untuk mengidentifikasi ciri kepemimpinan, perilaku, dan gaya kepemimpinan, yaitu dengan menanyakan bagaimana pemimpin mengelola organisasinya.…”