The Leadership Contribution towards Pleasure Member of Kelompok Tani in Malang Regency East Java

Abstract

This research specifically aims to know and analyze the value of direct contribution of leadership to the pleasure MEMBER OF KELOMPOK TANI in Malang Regency East Java Province. The method of this research is survey method. The location of the research was conducted on Kelompok Tani that was targeted by the UPSUS of Increasing Production of Paddy, Corn and Soybeans in 2017. Research Objects are Farmers who become group leaders and group members who are members of farmer groups who receive assistance UPSUS program to Increasing Production Rice, Corn and Soybean. The results showed that the direct effect of leadership variables on member satisfaction has a significance value greater than 0.05 (0.210), which means no significant effect. The results showed that the direct effect of leadership variables on member satisfaction has a significance value greater than 0.05 (0.210), which means no significant effect. While the standardized value of beta coefficient on t test shows that the magnitude of direct influence of leadership on member satisfaction is equal to 0.115 or rounded to 11%. That is, the high level of member satisfaction can only be influenced by the leadership of 11% while the rest (89%) influenced by other factors outside the model.

The Role of Human Capital in Strengthening Horticultural Agribusiness Institutions: Evidence from Structural Equation Modeling

“…Institutions are typically established based on technical interests to facilitate coordination for government activities or programs, rather than farmers' awareness and personal will. They are often more program-oriented and do not ensure group independence and sustainability [6]. Farmers' involvement in agribusiness institutional activities has not been maximized and remains restricted to production activities.…”

The Leadership Contribution towards Pleasure Member of Kelompok Tani in Malang Regency East Java

“…The development of farmer institutions in rural areas in reality has not yet had a good impact. There are some reasons of things that cause the failure of farmer institutions in the countryside (Zuraida dan Rizal, 1993;Agustian, dkk., 2003;Syahyuti, 2003;Purwanto, dkk., 2007): [1] farmer groups are generally formed based on technical interests to facilitate coordination if there are government activities or programs, so that they are more program oriented, and do not guarantee group independence and group sustainability, [2] participation and cohesiveness of group members in group activities are still relatively low, [3] management of productive activities of group members still individual, [4] the establishment and development of institutions does not use the basis of local social capital with the principle of local independence, which is achieved through economic principles and empowerment, [5] establishment and institutional development based on blue print approach, [6] establishment and institutional development based on a top down approach, [7] institutions that are built are limited to strengthening horizontal bonds, not vertical ties, [8] even though the institution has been formed, but the guidance that is carried out tends to be individual, namely only to the management, [9] institutional development always uses structural paths, and is weak from the development of its cultural aspects.…”

“…Meanwhile, the institutional challenges faced by farmers particularly farmers' groups are: [1] the demands of the development of institutional capacity, [2] support of government and society, [3] government policies, [4] the legal basis and the status of farmer groups, [5] demands of science and technology progress, [6] community values and expectations and [7] globalization demands.…”

“…Responding to the problems and challenges encountered above, it shows that and status of farmer group [5] facilities and infrastructure; [6] financing; [7] ADART; [8] organization; [9] administration; [10] Organizational Culture. In order to optimize this input, it obviously requires a good managerial and systematic process.…”