POWER KEPEMIMPINAN: STUDI PADA PLAZA PELAYANAN PUBLIK KABUPATEN BELU
Abstract
Abstract
The traditional perspective on power as a control function is no longer the best strategy for improving employee performance. Power relations within organizations must be examined through a different approach. This paper will examine a new model for understanding power relations through three main dimensions: situational power, relational power, and dynamic power. This study aims to examine the dynamics of leadership power in public service products at the Public Service Plaza Office in Belu Regency, Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu (DPMPTSP) East Nusa Tenggara Province, Indonesia. This study uses a qualitative approach aimed at exploring the views, experiences, and feelings of informants about leadership power. In addition to in-depth interviews and Focus Group Discussions (FGDs), the researcher also conducted a literature review to obtain more complete and comprehensive data. The results show that the quality of public service is considered successful because leaders play a role in improving the quality of employee work to achieve organizational goals. This role is seen from their ability to manage power in a balanced manner based on three elements: situational power, relational power, and dynamic power.
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References
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Tummers, K. (2016). Measuring Public Leadership: Developing Scales For Four Key Public Leadership Roles. Public Administration, 94(2).
Wekke, I. S. (2019). Metode Penelitian Sosial. Gawe Buku.
Williams, M. J. (2014). Serving the self from the seat of power: goals and threats predict leaders’ self-interested behavior. Journal Management, 40.
Wright, B. E., S. Hassan, and J. P. (2016). Does a Public Service Ethic Encourage Ethical Behaviour? Public Service Motivation, Ethical Leadership and the Willingness to Report Ethical Problems. Public Administration, 94(3).
Anessi-Pessina, Eugenio, and M. S. (2020). “Do Top Man agers’ Individual Characteristics Affect Accounting Manipulation in the Public Sector?”. Journal of Public Administration Research and Theory, 30(3).
Arfan, S., Mayarni, M., & Nasution, M. S. (2021). Responsivity of Public Services in Indonesia during the Covid-19 Pandemic. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, 4(1).
Avellaneda, C. N. (2012). Do Politics or Mayors’ Demographics Matter for Municipal Revenue Expansion? Public Management Review, 14(8).
B.P. Owens, D. R. H. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academic Management, 59.
Babatunde. (2015). The impact of leadership style on employee’s performance in an organisation. Public Policy and Administration Research, 5(1).
Berger J, Rosenholtz SJ, Z. (1980). Status organizing processes.
BM, B. (2008). The Bass Handbook of Leadership: Theory, Research and Managerial Applications. Free Press.
Bojang, M. B. S. (2022). Beyond Public Management Theories: The Creation of Public Value Through Co-Production. Journal of Advanced Research in Economics and Administrative Sciences, 3(1).
C.S. Burke, K.C. Stagl, C. Klein, G.F. Goodwin, E. Salas, S. M. H. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17.
Dasman Lanin, Boni Saputra, Syamsir Syamsir, L. M. (2023). Assessing the Mediating Effect of the Role of Public Managers Between Service Quality and Public Satisfaction of Multiple Ethnicities in Local Governments in Sumatra, Indonesia. Viešoji Politika Ir Administravimas Public Policy And Administration, 22(1).
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development. The Leadership Quarterly, 25(1).
E.A. Schmid, A. P. Verdorfer, C. P. (2019). Shedding light on leaders’ self-interest: theory and measurement of exploitative leadership. Journal Management, 45.
Eggers, S. goldsmith dan willian. (2004). Governing by Network: The New Shape of the Public Sector. brookings institution presss.
Eran Vigoda-Gadot, I. B. (2012). Change-Oriented Organizational Citizenship Behavior in Public Administration: The Power of Leadership and the Cost of Organizational Politics. Journal of Public Administration Research and Theory, 22(3).
Eriyanto. (2013). Analisis Naratif: Dasar-dasar dan Penerapannya dalam Analisis Teks Berita Media. Kencana Prenada Media Group.
Esteve, M., George A. Boyne, V. Sierra, and T. Y. (2013). “Organizational Collaboration in the Public Sector: Do Chief Executives Make a Dif_ference?” Journal of Public Administration Research and Theory, 23(4).
Fast, N. J., Sivanathan, N., Mayer, N. D., & Galinsky, A. D. (2012). Power and overconfident decision-making. Organizational Behavior & Human Decision Processes, 117(2).
Fjeldstad, O.-H. and M. M. (2009). Revenue authorities and public authority in sub-Saharan Africa. Journal of Modern African Studies, 47(1).
Fred C. Lunenburg. (2012). Leadership:, Power and Process, An Influence. International Journal Of Management, Business, And Administration, 15(1).
French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies of social power. University of Michigan, Institute for Social Research.
Gary Schwarz, N. E. (2020). Can Public Leadership Increase Public Service Motivation and Job Performance? Public Administration Review, 80(4).
Hameduddin, T., & Engbers, T. (2022). Leadership and public service motivation: a systematic synthesis. International Public Management Journal, 25(1),
Im, Tom. (2016). Public Organizations in Asia. Routledge:London
Indonesia, O. R. (2022). Laporan Tahunan 2022.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5).
Lukaszewski. (2013). Testing an adaptationist theory of trait covariation: relative bargaining power as a common calibrator of an interpersonal syndrome. European Journal of Personality, 27(4)
M. Ceri-Booms, P.L. Curseu, L. A. G. O. (2017). Task and person-focused leadership behaviors and team performance: A meta-analysis. Human Resource Management, 27.
Mahdinezhad, M., Suandi, T.B., Silong, A.D. and Omar, Z. . (2013). Transformational, transactional leadership styles and job performance of academic leaders. International Education Studies, 6(11).
Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3).
Elizabeth Long Lingo dan Kathleen L. McGinn (2020). A New Prescription for. Harvard Business Review.
Moh. Irfan Mufti, I. K. & H. N. (2019). The Challenges Of Bureaucratic Reformation In Indonesia (Public Service Perspective) (Tantangan Reformasi Birokrasi Di Indonesia (Perspektif Layanan Publik). Asian Journal of Environment, History and Heritage, 3(2).
Muzaki, I., & Supriyanto, A. S. (2021). The Effect of Islamic Leadership on Performance Mediated by Organizational Culture: Case Study at PT. Pos Indonesia Malang City. The American Journal of Humanities and Social Sciences Research (THE AJHSSR), 4(3).
Nye. Jr, J. S. (2008). Soft Power: mix it with Hard Power. Leadership Exellence, 25(4).
O’Flynn, Patrick Eamon, and T. A. M. (2014). . “A Demographic and Career Profile of Municipal CAOs in Canada: Implications for Local Governance: Municipal CAOs in Canada.” Canadian Public Adminis_tration, 57(1).
Opstrup, Niels, and A. R. V. (2015). “The Right Mix? Gender Diversity in Top Management Teams and Financial Performance.” Public Administration Review, 75(2).
R, E. (1978). Organisational models of social programme implementation. Public Policy, 26.
Rattus, Reelika, and T. R.-L. (2019). “Leaving the Senior Civil Service – Public Service Bargain and beyond: The Case of Estonia.” Public Policy and Administration, 34(4).
Riki Nuryadin, A Sobandi, B. S. (2023). Digital Leadership in the Public Sector-Systematic Literature Review Systematic literature review. Jurnal Ilmu Administrasi: Media Pengembangan Ilmu Dan Praktek Administrasi, 20(1).
Sharp JP, Routledge P, Philo C, P. R. (2000). Entanglements of power: geographies of domination/resistance. Routledge.
Siahaya, J. (2018). Kepemimpinan Kristen dalam Pluralitas Indonesia. Jurnal Teruna Bhakti, 1(1).
Suripto, Torontuan, K. Y. & P. S. H. A. (2021). Indigenous Public Administration: A Review and Deconstruction of the Idea, Concept and Theory of Government and Governance. Journal Borneo Administrator, 17(3).
Sutisna, I. F. (2020). Gaya Kepemimpinan Dalam Mendukung Perilaku Organisasi Di Pt. Kerry Ingredients Indonesia Pada Masa Pandemi Covid-19. Jurnal PROFIT : Kajian Pendidikan Ekonomi Dan Ilmu Ekonomi, 7(2).
Ting Huang, A. R. V. (2023). Top managers in public organizations: A systematic literature review and future research directions. Public Administration Review, 83.
Tummers, K. (2016). Measuring Public Leadership: Developing Scales For Four Key Public Leadership Roles. Public Administration, 94(2).
Wekke, I. S. (2019). Metode Penelitian Sosial. Gawe Buku.
Williams, M. J. (2014). Serving the self from the seat of power: goals and threats predict leaders’ self-interested behavior. Journal Management, 40.
Wright, B. E., S. Hassan, and J. P. (2016). Does a Public Service Ethic Encourage Ethical Behaviour? Public Service Motivation, Ethical Leadership and the Willingness to Report Ethical Problems. Public Administration, 94(3).
Published
2026-04-08
How to Cite
ETHELBERT, Yohanes Kornelius; INDRYATI, Indryati; RAGA, Bernardus Donggo.
POWER KEPEMIMPINAN: STUDI PADA PLAZA PELAYANAN PUBLIK KABUPATEN BELU.
JESS (Journal of Education on Social Science), [S.l.], v. 10, n. 1, p. 109 - 119, apr. 2026.
ISSN 2550-0147.
Available at: <http://jess.ppj.unp.ac.id/index.php/JESS/article/view/630>. Date accessed: 25 mar. 2026.
doi: https://doi.org/10.24036/jess.v10i1.630.
Section
Artikel
