领导风格外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文:1. IntroductionThe leadership in organizing a government so far has tended to be only one leadership style for all employees’ abilities, namely instruction leadership style, so it has impacted and caused low-level service performance, [1]. An ofiicer’s leadership is no more than as a power figure, who is highly chained by formal rules. So, there is no possibility for appreciations to occur. The implication which occurs toward human resources of employees is that there is a strong tie with formal rules, so there is no room for employees to take initiatives, innovative actions, and to make significant development. Therefore, the time has come for the single-style bureaucratic leadership style orientation to change into the situational leadership style, a style based on situations and conditions of the subordinate/employees’ abilities.Besides the leadership style, the officer’s motivation also plays an important role in achieving high performance because it is related with :1) the officer’s working morale and commitment to his organization, which means that he is willing to use all the abilities that he has for the sake of his organization by utilizing the available opportunit ies to accomplish his organization’s mission; 2) not yet all unit leaders have high working motivation and organization commitment with which he is willing to use all his abilities for the sake of his organization by utilizing the available opportunities to accomplish his organization mission; 3) the employees are not motivated to develop their creativity and innovations. This is partly in line with the concern of the Office of the Secretary, West Sulawesi Province, regarding the working motivation of the officers and employees in the Office of the Secretary, West Sulawesi Province, and also regarding the strict punishment in line with the Government Regulations Number 53 the year of 2010 concerning the Civil Servants’ Discipline to achieve their su ccess.In line with the first observation conducted by the Government of West Sulawesi, there are symptoms and phenomena of employees’ low motivation. This can be seen from the indiscipline behaviors of the employees, for example: 1) coming late to work, 2) being late to start work, 3) not using the working time appropriately, 4) going home early before the working hours end, 5) the high rate of absenteeism. (Biro Ortala & Kepegawaian Setda Provinsi Sulbar, Pebruari, 2013 the Organization and Personnel Division of the Office of the Secretary, West Sulawesi Province).Those behaviors occur because the leaders still use one leadership style for all levels of employees’abilities, namely instructive leadership style. This can be observed i n the leaders’behaviors in terms of giving the same orders and instructions to the different employees having different levels of abilities. This is the thing that becomes the basis of conducting the research regarding situational leadership.Meanwhile, the reasons why it is important to do the research in the leadership style issue are because: 1)the leadership style is very crucial and really determines the life of every nation, because the forward or backward movements of the society and the success and failure of the nation are determined by the leaders, [2], 2)leadership is the primary element in an organization, because the good and bad behaviors of subordinates depend on the leaders in guiding their subordinates[3]; 3), states that there is no bad task force, there is only a bad leader[4]; 4) Courtoris reveals that a task force without a leadership is like a human body without the head; it is easy to go astray, to be chaotic, and even anarchistic[5].Leadership StyleStyle is a habit inherent in a person in performing leadership duties. Leadership style according to Hersey and Blanchard (1982:152) in Pasolong, (2008:37), is a consistent pattern of behavior that is employed in working with and through others as perceived by people, the patterns that arise in people when they begin to respond in he same way in similar circumstances, the pattern forming habits of action that can be expected at least for those who work with the leader.From the opinion of the experts mentioned above, it can be concluded that leadership style is a way used by someone or a leader in influencing, directing, encouraging, and controlling his subordinates in order to achieve organizational goals efficiently and effectively.Blanchard Hersey Situational Leadership Style (1982)Diagnostic ability of a leader cannot be ignored. According to Edgar H. Schein[6], a successful leader must be good at diagnosing. If the capabilities and motives of subordinates are highly variable, the leader must have the diagnostic skills and sensitivity to respect those differences[7].The leader must be able to identify phenomena in the environment. However, with a good diagnostic ability, the leaders are still not effective unless they can adapt their leadership sty le to meet the demands of theirenvironment. Leader should have the personal flexibility and range of capabilities required to vary their own behavior. If the needs and motives of different subordinates, they should be treated differently as well.Stonerstates that the theory of situational leadership (situational leadership theory) is the Hersey Blanchard approach by describing how leaders must adapt their sty le in response to desires to succeed in work, experience, and their ability and willingness are constantly changing[8].The assumption used in this theory is that no one leadership style is right for every leader in all conditions. Because of this, situational leadership style will apply a specific style based on considerations or factors such as leader, follower, and the situation in the sense of duty, the map of power, and group dynamics.The leadership style divided into four styles are as follows[9]:1)Instructive leadership style: that is applied to subordinates who have a low level of ability. In this case the subordinates who are unable and unwilling to take responsibility for carrying out the task. In many cases the result of the unwillingness of subordinates is insecurity or lack of experience and lack of knowledge with regardto duties. Thus style is clear and specific guidance that is suitable to be applied by the leader. In this directive leadership style behaviors included high and low task relationships. So the Instructive leadership style is specific and tightened supervision. Its indicators: a) prepare with clear and detailed, what, when, where and how to carry out tasks clearly and as well as possible, b) explain the role of each; c) prioritize one-way communication; d) T ighten supervision and accountability; e) provide additional instructions to clarify; f) are simple and make something special (keep it simple and specific = KISS).2)Consultative leadership style: that is applied to subordinates who havea low to moderate level of ability. In this case the subordinates who are unable but willing to take responsibility, who have confidence but lack knowledge and skills. Thus the Consultative leadership style provides direct interaction, because they are less able, also provides support to strengthen the capacity and enthusiasm, thus appropriate interaction is applied based upon the subordinate's ability level. Behavioral consultation referred to as almost the entire briefing was conducted by the leader. Through two-way communication and explanations, leaders are involved in giving advice and solving problems. This two-way communication helps in maintaining a high level of motivation at the same time responsibility and control over decision -making remains in the leadership. This style of behavior included high task and high relationship. So the Consultative leadership style, that is: prepare a clear and detailed plan with the who, what, when, where, and how to carry out the task as well as possible. Its indicators: a) explain the decision and give the opportunity for clarification;b) do two-way communication (dialogue); c) leaders make decisions; d) explain the role of each; e) ask your followers to know the level of his ability; f) encouragement to improve performance.3)Participative leadership style: that is applied to subordinates who have high levels of moderate to high ability. Subordinates at the developmental level, have the ability but do not have the will to perform a given task. Unwillingness is often due to a lack of confidence. However, if they believe in their ability but do not want to, then their reluctance to carry out the task is more a matter of motivation than security issues. In this case the leader needs to open two-way communication and active listening and supports efforts to use the ability of subordinates who have owned. Thus behaviors that support, without the direct participation, have high success rate to be applied for subordinates with such a maturity level. This force is due to theparticipation of leaders and followers exchange of ideas in performing the task, the main role of the leader of providing facilities and communicate. This style involves the behavior of high employment and low task-oriented behavior. This style includes the relationship of high and low behavioral tasks. The Participative style is the leader of the input received. Its indicators: a) be an active listener, b) subordinates are involved in decision making c) two-way communication and are involved; d) support subordinates in taking risks; e) give the credit for the success of subordinate tasks; f) build the confidence of the subordinates.4)Delegative leadership style: that is applied to the subordinate who has a high level of capabilities. In terms of the ability of subordinates at a level like this, they are capable and willing, or have confidence to take responsibility. Thus the Delegative style, the low profile that gives a little guidance or support, has the most effective level possible with subordinates in a high level of ability like this. Even if the leader is able to identify the problem, the responsibility for implementing the plan given to subordinates who are capable of this. Subordinatesare allowed to implement their own affairs and decide on how, when and where to do the work. At the same time, they are psychologically able;therefore,do not require a lot of two-way communication or behavioral support. This style involves the behavior of low employment relationship and low-level behavior on the job.MotivationMotivation comes from the Latin word meaning movere impetus or driving force. Motivation is important because the motivation of every individual is his willingness to work hard and enthusiastically to achieve high productivity. People who have high achievement motivation assume that the success or failure has the same opportunities, then there is an optimum opportunity to experience the feelings of achievement and satisfaction for their efforts.Achievement and satisfaction according McClelland is based on several types of human needs[11], namely:1. Need for achievement. The need for achievement is the driving force that motivates the spirit of one's work. Therefore, the need for achievement would encourage someone to develop creativity and skills as well as direct all its energy in order to achieve optimal performance. An employee will be providedwiththe high enthusiasm to excel when given the chance. With the high performance, he will earn a large income so as to meet their own needs.2. The need for power. The need for power is the desire to haveimpact, influence, andtocontrol others. Individuals with a high need for power enjoy to be burdened, struggle to be able to influence others, prefer to be placed in a competitive situation and status -oriented, and tend to be more concerned about the prestige and to gain influence over others with effective performance. The need for power is the driving force that motivates employee’smorale[12]. Therefore, the need for power to stimulate andmotivate morale and to direct all one's ability to achieve the best power or position in the organization.3.Need for Affiliation. McClelland and the researchers conclude that people who have a basic desire to establish and maintain interpersonal relationships are important, positive, and lasting. People who have a high need for affiliation can spend more time to maintain social relationships, join groups, and always want to be loved[13].Performance ConceptThere are various opinions about the performance, as suggested by Rue & Byars[14]. It is said that the performance is a result of the level of achievement. Performance is related to the operations, activities, programs and mission of the organization[15]. The performance is the quality of task-oriented behavior or work[16]. Ndraha says that the performance is a populist manifestation of the relationship between society and government[17]. While Widodo says that the performance is an activity and perfected in accordance with its responsibilities with the results as expected[18]. According to Institute of Public Administration of the Republic of Indonesia abbreviated as RI LAN, the performance is to formulate an idea of the level of achievement of the implementation of an activity, program, wisdom in realizing the goals, objectives, mission, and vision of the organization[19].Research Hypothesisa. The Directive leadership style affects employee performance, both directly and indirectly throughmotivation within the Office of Secretary, W est Sulawesi Province.b. The Consultative leadership style affects employee performance, both directly and indirectlythrough motivation within the Office of Secretary, W est Sulawesi Province.c. The Participative leadership style affects the performance of the employee's participation, eitherdirectly or indirectly through motivation within the Office of Secretary, West Sulawesi Province.d. The Delegative leadership style affects employee performance, both directly and indirectly throughmotivation within the Office of Secretary, West Sulawesi Province.1.ObjectivesThis research aims to generally describe and analyze the influences of leadership style and motivation to the employee’s performance in the Office of the Secretary in West Sulawesi Province. The main objectives of the research are:1. To analyze how big the influence of instructive leadership style to employee’s performance e ither directly or indirectly through motivation in the Office of the Secretary in West Sulawesi Province.2. To analyze how how big the influence of consultative leadership style to employee’s performance either directly or indirectly through mot ivation in the Office of the Secretary in West Sulawesi Province.3. To analyze how big the influence of participative leadership style to employee’s performance either directly or indirectly through motivation in the Office of the Secretary in West Sulawesi Province.4. To analyze how big the influence of delegative leadership style to employee’s performance either directly or indirectly through motivation in the Office of the Secretary in West Sulawesi Province.2. Research methodsThis type of research is survey research using a quantitative approach and the Office of Secretary, of the study sites in West Sulawesi Province. The population is all employees in West Sulawesi Provincial Office of Secretary, as many as 322 people. This study uses a random sample (Stratified Random sampling). While thetechnique of determining the number of samples uses the formula of Slovin[20]. Then the minimum number of samples (n) is obtained proportionally: 76 people. Analysis of research data uses two analytical techniques,namely the descriptive analysis and inferential analysis. For the purposes of inferential analysis, the approach that will be used is Multiple Regression and Path analysis.Based on the decomposition calculation in the Table 1 above, then itis possible to interpret the data by making a more exact estimation, that is by calculating employee performance variation proportion (Z) that can be predicted through instructive leadership style (X1), consultative leadership style (X2), participative leadership style (X3), delegative leadership style (X4), and motivation (Y). According to Winharsunu, to find out how big theinfluence of every free variable to tied variable is possible by calculating the multiplication of path coefficient (beta coefficient) with correlative coefficient of product moment[21].The amount of effective contribution can be found through the multiplication of path coefficient ( ) with the product moment coefficien t (r) for a certain variable. The effective contribution of the influencing varaible (exogen), i.e. instructive leadership style (X1), consultative leadership style (X2), participative leadership style (X3), delegative leadership style (X4), and motivation (Y) to the influenced variable (endogen) either directly or indirectly, with the whole effective contribution, with the following specification:1. The effective contribution of instructive leadership style (X1) directly to employee performance is 0.041 and the indirect influence through motivation variable (Y) is 0.299 with the total influence of 0.340 or 11.56%.2. The effective contribution of consultative leadership style (X2) directly to employee performance is -0.002; and the indirect influence through motivation variable (Y) is 0.508 with the total influence of 0.506 or 25.60%.3. The effective contribution of participative leadership style (X3) directly to employee performance is 0.054; and the indirect influence through motivation variable (Y) is 0.066 with the total influence of -0.012 or 1,2 %.4. The effective contribution of delegative leadership style (X4) directly to employee performance is 0.143; and the indirect influence through motivation variable (Y) is -0.106 with the total influence of 0.037 or 13,69%.3.DisscussionIn line with the hypothesis test, it turned out that three of the four path hypotheses proposed in this research were significant paths, while the other path was not significant and can be seen in the appendix. The significant paths were: 1) The effects of consultative leadership style through motivation with the coefficient of 0.714; 2) The effects of instructive leadership style through motivation with the coefficient of 0.420; 3) Motivation toward the employeeperformance with the coefficient of 0.712. First, based on the data analysis, The effects of instructive leadership style had the closeness of direct effects on employee performance and indirect effects through motivation with the correlation coefficient of 0.420 (close) and the determination coefficient of 0.34 or 11.56%.Therefore, it can be concluded that instructive leadership style had larger effects through motivation; yet, in order to increase the management’s support toward the employee performance, the target of accomplishing all activities needed to be noticed, including the enhancement of experience, insights, and the ability to manage the organization which was felt to be still inadequate. This was expected to better increase the management’s motivation both the work motivation and the commitment in the organization. Another thing that needed to be done was the giving of appreciation and reward to employees for their performance achievement.Instructive leadership style had indirect effects through motivation but it could direct all of the employee potential to give the best contribution to the organization, including the career development of all the employees. The motivation could be a mutual agreement between the management and employees in order to make the organization’s strategic decision. This was e xpected to better increase the work motivation and commitment to the organization. Theoretically, it can be explained that instructive leadership style indirectly affects through motivation and directly affects employee performance. To achieve performance and satisfaction is based on several types of human’s needs, namely the for achievement, power and affiliation. With his skills and abilities in solving problems, a leader has a desire to have good achievement. From the aspect of the need for power[22], Kreitner and Kinicki state that the need for power drives someone to influence, guide, and teach other people to achieve a good performance. From the aspect of need for high affiliation, it can take a lot of opportunities to maintain social relationships[23].The results of this research also support the research conducted by Riswanti Rini who concludes that there is a close effect between leadership and motivation[24]. Further, the results of this research also support fhis research also support the research conducted by Basuki[25] and Sanapiah[26] who conclude that there is a close and positive effect between leadershipand motivation. The better role of the management can only be achieved through the increase of leadership competence.Evidents of various sources support the premise that the effective leadership is closely related to higher performance[27], for example, a number of studies relate leadership commitment with leadership skills with better outcomes for example.Gabris, Golembiewski and Lhrkefound out that the performance of the US local governments related to the credilbilty of their executive leaders[28]. Similarly in the United Kingdom, studied how leadership qualities of an executive leader was instrumental in recovering the local government’s bad performance to become the loca government with the best performance. On the contrary, Andrews, Boyne, and Enticott found out that failure and bad performance in public sectors seemed to result from “the weak leadership in mobilizing performance improvement rather than the weakness of organizational structures and their processes”[29].Second, based on the data analysis, the effect of consultative leadership style directly affected employee performance as much as -0.002, and indirectly affected through motivation as much as 0.508 with the total effect of 0.506 or 25.60%. This showed that leadership style through motivation very strongly affected employee performance.Empirically, the results of this research explain that there were direct effects of consultative leadership style on employee performance and indirect effects through motivation in the Office of the Secretary, West Sulawesi Province, where the employees’ willingness to work with high motivation and to the best of their capabilities could be expected if they felt that their living needs were fulfilled, physically and non-physically, and if they felt suitable with the work being their job task and responsibilities. This motivated high performance with the time that had been allocated. The success achieved gave a satisfaction to them as employees. Meanwhile, from the dimension of consultative leadership style, the leader also made two-way communication (dialogs) to employees; which was to be enhanced and there was the feeling of togetherness, especially the leader could explain the role of every employee in doing the work collectively.The results of this research also support the research conducted previously. The results of this research show that consultative leadershipstyle had increased the emplo yee’s effectiveness and performance[30]. The study of leadership style was intended to notice the employees’ working spirit and morale. In the research of human relationships, among others to be traced is in Hawthorne, a study which was conducted in the factory of Western Electric in Cicero City of Illinois, USA.In the organization context, this study produced a premise that social and psychological factors could play an important role in determining employees’ work effectiveness and productivity.Third,based on the data analysis, the effects of participative leadership style directly affected employee performance and the indirect effects through motivation was -0.066, so the achieved total effects of participative leadership style on employee performance was 0.012 or 1,2 %.Empirically, the results of this research explain that from the dimension of participative leadership style, the leader only became an active listener. Besides that, the leader also gave authority to the subordinates to make decisions based on a mutual agreement. Therefore, all employees could communicate in two ways with the leader in line with the time that had been determined and in line with the needs and effiient use of resources. The thing to be improved was the involvement of subordinates in the programs and activities existing in every work unit of employees, and how the leader supported the subordinates in taking risks in order to create a more conducive atmosphere and a pride for every work unit of employees. This was intended to give praises for the success of the employee’s work to achieve the amount and cost of output as planned, including an achievement of better quality o f output. As part of accountability, the employee’s work performance and result should have been reported periodcally and punctually.The result of this research also support the research conducted by Robbins, stating that employees need to be involved in work so that it can bind themselves with their work to participate in it actively and to consider their performance important for their self-esteem[31]. The results of this research showed that the high work involvement proved to be related to the high level of presence, giving the employees an opportunity to participate in order to be able to contribute to some decisions that affect them, such as the determination of work objectives, solving performance problems, that could increase their work performance and satisfaction.Giving recognition to an employee is very important as suggested by Adair, in that giving recognition often becomes a much greater motivator. The nature of recognition-hunger is universal in nature. For talented people, this equals the desire for fame and victory[32].A leader must give recognition and show appreciation in several ways. Sincere words such as “very good” or “thank you” can elevate an employee’s morale. Y et, the similarly important thing is to create a climate of mutual respect for contributions among employees. Because the leader’s recognition coming from co-workers and colleagues is more valuable than the praise coming from the leader alone. Employees as social beings are hungry for appreciation coming from other people. Every employee will propose brilliant and more ideas if his effort is appreciated by other employees and the leader.In the review made by Hersey &Blanchard, they did a participative study in relation to situational leadership that showed some interesting things regarding the appropriate implementation of participation. Situational leadership shows that the higher the capabilities which someone has, the higher the possibility to participate, that will become effective leadership technology; and the lower the capabilities which someone has, the lower the possibility to participate[33].Fourth, the result of the direct effect of leadership style through motivation was -0.149, while the effect of delegative leadership style on employee performance through motivation was -0.106, so the result of the totaleffect of delegative leadership style on employee performance was 0.037 or 13,69%.From the dimension of delegative leadership style, the leader keeps giving rights to a subordinate to make decisions and to concentrate on his career to get to the top achievement. Besides that, decision making is also based on a mutual agreement. Therefore, all employees can work in line with subordinates’ activities and at the time that has been detemined in line with the efficient use of resources, that has to be increased to give morale and spirit to achieve the goal, so that it is possible to create a more condusive work atmosphere that becomes the pride of work unit for the achieved performance.。