President Joko Widodo's Leadership Style Model in Controlling Covid-19
DOI:
https://doi.org/10.22219/logos.v5i2.20720Keywords:
Decision making; internal-external control; leadership style; pandemics, policyAbstract
During the current COVID-19 pandemic, many state leaders must make decisions quickly. Quick decision-making also has a positive impact on society and the country. Leadership style greatly influences a president in managing a pandemic. As head of state, the President can use his executive power to solve problems, especially pressing ones. This study aims to examine the model of the President's leadership style in dealing with the COVID-19 pandemic in Indonesia. In addition, this model will be the basis for forming a particular program that focuses on developing leadership competencies and being an evaluation in urgent situations. This type of research is qualitative. The data used in this study is a literature study that focuses on using secondary data in the form of forty news media articles taken from March 2, 2020, to October 2020. The analysis of news media data was managed using Nvivo 12 Plus software through coding and cross-tabulation analysis. The results of this study are the model of President Joko Widodo's leadership style, applying various leadership styles in controlling the COVID-19 pandemic in Indonesia. This study concludes that the leadership style is inefficient in handling the COVID-19 pandemic, even though President Joko Widodo has directly taken over the handling of the crisis.
Downloads
References
Abbas, A., Saud, M., Suhariadi, F., Usman, I., & Ekowati, D. (2020). Positive leadership psychology: Authentic and servant leadership in higher education in Pakistan. Current Psychology, Homans 1988. https://doi.org/10.1007/s12144-020-01051-1
Akhtar, S., Khan, K. U., Hassan, S., Irfan, M., & Atlas, F. (2019). Antecedents of task performance: An examination of transformation leadership, team communication, team creativity, and team trust. Journal of Public Affairs, 19(2). https://doi.org/10.1002/pa.1927
Akpoviroro, K. S., Kadiri, B., & Owotutu, S. O. (2018). Effect of participative leadership style on employees productivity. Trendy v Podnikání, 8(2), 47–60. https://doi.org/10.24132/jbt.2018.8.2.48_58
Al Khajeh, E. H. (2018). Leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1–10. https://doi.org/10.5171/2018.687849
Ali, N. M., Jangga, R., Ismail, M., Kamal, S. N.-I. M., & Ali, M. N. (2015). Influence of Leadership Styles in Creating Quality Work Culture. Procedia Economics and Finance, 31(15), 161–169. https://doi.org/10.1016/s2212-5671(15)01143-0
Alkharabsheh, A., Ahmad, Z. A., & Kharabsheh, A. (2014). Characteristics of Crisis and Decision Making Styles: The Mediating Role of Leadership Styles. Procedia - Social and Behavioral Sciences, 129, 282–288. https://doi.org/10.1016/j.sbspro.2014.03.678
AlYahmady, H. H., & Al Abri, S. S. (2013). Using Nvivo for Data Analysis in Qualitative Research. International Interdisciplinary Journal of Education, 2(2), 181–186. https://doi.org/10.12816/0002914
Anthony, F. V., & Hermans, C. A. M. (2020). Spiritual determinants and situational contingencies of transformational leadership. Acta Theologica, 40(30) 60–85. https://doi.org/10.18820/23099089/actat.Sup30.3
Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (Fourth Edi). New York: Free Press.
Ben Sedrine, S., Bouderbala, A., & Nasraoui, H. (2020). Leadership style effect on virtual team efficiency: trust, operational cohesion and media richness roles. Journal of Management Development. https://doi.org/10.1108/JMD-10-2018-0289
Boin, A., Hart, P. T., Mcconnell, A., & Preston, T. (2010). Leadership style, crisis response and blame management: The case of hurricane katrina. Public Administration, 88(3), 706–723. https://doi.org/10.1111/j.1467-9299.2010.01836.x
Caillier, J. G. (2020). Testing the Influence of Autocratic Leadership, Democratic Leadership, and Public Service Motivation on Citizen Ratings of An Agency Head’s Performance. Public Performance and Management Review, 43(4), 918–941. https://doi.org/10.1080/15309576.2020.1730919
Carrington, D. J., Combe, I. A., & Mumford, M. D. (2019). Cognitive shifts within leader and follower teams: Where consensus develops in mental models during an organizational crisis. Leadership Quarterly, 30(3), 335–350. https://doi.org/10.1016/j.leaqua.2018.12.002
Chan, K. N., & Fan, S. (2020). Friction and bureaucratic control in authoritarian regimes. Regulation and Governance, 16(4), 1406-1418.
Chiang, C.-F., & Wang, Y.-Y. (2012). The Effects of Transactional and Transformational Leadership on Organizational Commitment in Hotels: The Mediating Effect of Trust. Journal of Hotel & Business Management, 01(01), 1–11. https://doi.org/10.4172/2169-0286.1000103
Chu, L. C. (2014). The moderating role of authoritarian leadership on the relationship between the internalization of emotional regulation and the well-being of employees. Leadership, 10(3), 326–343. https://doi.org/10.1177/1742715013498403
Chu, L. C., & Lai, C. C. (2011). A research on the influence of leadership style and job characteristics on job performance among accountants of county and city government in Taiwan. Public Personnel Management, 40(2), 101–118. https://doi.org/10.1177/009102601104000202
CNNIndonesia. (2021). Menanti Taji Jokowi di Lonjakan “Luar Biasa” Kasus Covid. Cnnindonesia.Com. https://www.cnnindonesia.com/nasional/20210618181622-20-656365/menanti-taji-jokowi-di-lonjakan-luar-biasa-kasus-covid
Creswell, J. W. (2014). Research Design; Qualitative, Quantitative, and Mixed Methods Approaches (Fourth Edi). London: Sage Publications.
Di Lonardo, L., Sun, J. S., & Tyson, S. A. (2020). Autocratic Stability in the Shadow of Foreign Threats. American Political Science Review, 114(4), 1247–1265. https://doi.org/10.1017/S0003055420000489
Dwiedienawati, D., Tjahjana, D., Faisal, M., Gandasari, D., & Abdinagoro, S. B. (2021). Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic. Cogent Business and Management, 8(1). https://doi.org/10.1080/23311975.2021.1912523
Eaton, S., & Kostka, G. (2014). Authoritarian environmentalism undermined? Local leaders’ time horizons and environmental policy implementation in China. China Quarterly, 218(1), 359–380. https://doi.org/10.1017/S0305741014000356
Eddy, P. L., & Khwaja, T. (2019). What Happened to Re-Visioning Community College Leadership? A 25-Year Retrospective. Community College Review, 47(1), 53–78. https://doi.org/10.1177/0091552118818742
Egorov, G., & Sonin, K. (2011). Dictators and their viziers: Endogenizing the loyalty-competence trade-off. Journal of the European Economic Association, 9(5), 903–930.
Ghazizadeh, M., McDonald, A. D., & Lee, J. D. (2014). Text Mining to Decipher Free-Response Consumer Complaints: Insights From the NHTSA Vehicle Owner’s Complaint Database. Human Factors: The Journal of the Human Factors and Ergonomics Society, 56(6), 1189–1203. https://doi.org/https://doi.org/10.1177/0018720813519473
Griebie, A. M., & Immelman, A. (2021). The Personality Profile and Leadership Style of U.S. President Joe Biden. https://digitalcommons.csbsju.edu/psychology_pubs/132/
Hafner, C. A., & Sun, T. (2021). The ‘team of 5 million’: The joint construction of leadership discourse during the Covid-19 pandemic in New Zealand. Discourse, Context and Media, 43, 100523. https://doi.org/10.1016/j.dcm.2021.100523
Hanif, S., Ahsan, A., & Wise, G. (2020). Icebergs of expertise-based leadership: The role of expert leaders in public administration. Sustainability (Switzerland), 12(11), 1–19. https://doi.org/10.3390/su12114544
Ho, D., & Tikly, L. P. (2012). Conceptualizing teacher leadership in a Chinese, policy-driven context: A research agenda. School Effectiveness and School Improvement, 23(4), 401–416. https://doi.org/10.1080/09243453.2012.678861
Immelman, A. (2017). The leadership style of U.S. President Donald J. Trump (Issue 212). http://digitalcommons.csbsju.edu/psychology_pubs/107/
Intyaswati, D. (2018). Karakteristik Gaya Komunikasi Presiden Jokowi Dalam Pengambilan Kebijakan. 05(02), 318–331. https://doi.org/10.31227/osf.io/8dnwp
Irshad, M., Majeed, M., & Khattak, S. A. (2021). The Combined Effect of Safety Specific Transformational Leadership and Safety Consciousness on Psychological Well-Being of Healthcare Workers. Frontiers in Psychology, 12(June), 1–13. https://doi.org/10.3389/fpsyg.2021.688463
Italiani, F.A. (2013). Pengaruh Gaya Kepemimpinan Transformasional Dan Transaksional Terhadap Kinerja Pegawai Departemen SDM PT. Semen Gresik (Persero) TBK. Jurnal Bisnis Dan Manajemen, 6(1), 11–18. https://doi.org/http://dx.doi.org/10.26740/bisma.v6n1.p11-18
James, W. (2004). The impact of corporatisation and national competition policy. An exploratory study of organizational change and leadership style. Leadership and Organization Development Journal, 26(4), 289–309. https://doi.org/10.1108/01437730510600661
Kaarbo, J. (1997). Prime Minister Leadership Styles in Foreign Policy Prime Minister Leadership Styles A Framework for Research. Political Psychology, 18(3), 553–581. https://www.jstor.org/stable/3792101
Keller, J. W., & Yang, Y. E. (2008). Leadership style, decision context, and the poliheuristic theory of decision making: An experimental analysis. Journal of Conflict Resolution, 52(5), 687–712. https://doi.org/10.1177/0022002708320889
Klebe, L., Felfe, J., & Klug, K. (2021). Healthy Leadership in Turbulent Times: The Effectiveness of Health-Oriented Leadership in Crisis. British Journal of Management, 1–16. https://doi.org/10.1111/1467-8551.12498
Lampton, D. M. (1987). Policy implementation in post-Mao China. California: California Press.
Lampton, D.M. (1987). Chinese Politics: The Bargaining Treadmill. Issues and Studies. London: Routledge
Landau, D. (2013). Abusive Constitutionalism. U.C. Davis Law Review, 47, 189.
Leonard, E. E., & Maulding Green, W. (2019). Leadership and Leadership Intelligence. Journal of School Leadership, 29(4), 295–315. https://doi.org/10.1177/1052684619845697
MediaIndonesia. (2021). Dua Tahun Pemerintahan Jokowi, Ekonomi dan Pandemi Terkendali. Media Indonesia.Com. https://m.mediaindonesia.com/infografis/detail_infografis/442131-dua-tahun-pemerintahan-jokowi-ekonomi-dan-pandemi-terkendali
Mendez, R. M., Munoz, J. G. S. V., & Munoz, M. A. M. V. (2013). Leadership Styles And Organizational Effectiveness In Small Construction Businesses In Puebla, Mexico. Global Journal Of Business Research, 7(5), 47–57.
Mertha, A. (2009). “Fragmented authoritarianism 2.0”: Political pluralization in the Chinese policy process. China Quarterly, 200, 995–1012. https://doi.org/10.1017/S0305741009990592
Moriano, J. A., Molero, F., Topa, G., & Lévy Mangin, J. P. (2011). The influence of transformational leadership and organizational identification on intrapreneurship. International Entrepreneurship and Management Journal. https://doi.org/10.1007/s11365-011-0196-x
Moslehpour, M., Altantsetseg, P., Mou, W., & Wong, W. K. (2018). Organizational climate and work style: The missing links for sustainability of leadership and satisfied employees. Sustainability (Switzerland), 11(1). https://doi.org/10.3390/su11010125
Nyenswah, T., Engineer, C. Y., & Peters, D. H. (2016). Leadership in times of crisis: The example of ebola virus disease in Liberia. Health Systems and Reform, 2(3), 194–207. https://doi.org/10.1080/23288604.2016.1222793
Ohemeng, F. L. K., Amoako-Asiedu, E., & Obuobisa Darko, T. (2018). The relationship between leadership style and employee performance. International Journal of Public Leadership, 14(4), 274–296. https://doi.org/10.1108/ijpl-06-2017-0025
Pang, B., Lee, L., & Vaithyanatha, S. (2002). Thumbs up? Sentiment Classification using Machine Learning Techniques. Proceedings of the 2002 Conference on Empirical Methods in Natural Language Processing (EMNLP 2002), 79–86. https://doi.org/10.3115/1118693.1118704
Pieterse, A. N., Knippenberg, D. Van, Schippers, M., & Stam, D. (2009). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 609–623. https://doi.org/10.1002/job.650
Puni, A., Hilton, S. K., & Quao, B. (2020). The interaction effect of transactional-transformational leadership on employee commitment in a developing country. Management Research Review, 44(3), 399–417. https://doi.org/10.1108/MRR-03-2020-0153
Purnama, S. G., & Susanna, D. (2020). Attitude to COVID-19 Prevention With Large-Scale Social Restrictions (PSBB) in Indonesia: Partial Least Squares Structural Equation Modeling. Frontiers in Public Health, 8(October), 1–10. https://doi.org/10.3389/fpubh.2020.570394
Rifaldi, R. B., Ramadhini, N., & Usman, O. (2019). Effect of Democratic Leadership Style, Work Environment, Cultural Organization, Motivation and Compensation to the Employees Performance. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3311070
Rotter, J. (1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs: General and Applied, 80(1), 1–28. https://doi.org/https://doi.org/10.1037/h0092976
Roziqin, A., Mas’udi, S. Y. F., & Sihidi, I. T. (2021). An analysis of Indonesian government policies against COVID-19. Public Administration and Policy, 24(1), 92–107. https://doi.org/10.1108/pap-08-2020-0039
Semenova, E., & Winter, D. G. (2020). A Motivational Analysis of Russian Presidents, 1994–2018. Political Psychology, 41(4), 813–834. https://doi.org/10.1111/pops.12652
Shambaugh, D. L. (2008). China’s Communist Party: Atrophy and Adaptation. California: California Press.
Sihaloho, M. J. (2021). Hasto: Kepemimpinan Jokowi di Tengah Pandemi Sudah Teruji. Beritasatu.Com. https://www.beritasatu.com/politik/844593/hasto-kepemimpinan-jokowi-di-tengah-pandemi-sudah-teruji
Sihidi, I.T, Romadhan, A. A., & Fitrah, D. (2022). Vaksin dan Sentimen Publik : Sebuah Analisis. Journal of Political Issues, 3(2), 107–114. https://doi.org/10.33019/jpi.v3i2.72
Sihidi, I.T, Salahudin, Roziqin, A., & Kurniawan, D. (2022). Twitter as a Communication Tools for Vaccine Policy in Indonesia: An Analysis. Social Computing and Social Media: Design, User Experience and Impact. HCII 2022. https://doi.org/https://doi.org/10.1007/978-3-031-05061-9_47
Triyoga, H. (2021). Ngabalin Banggakan Kepemimpinan Jokowi Hadapi Gempuran Pandemi. Viva.Co.Id. https://www.viva.co.id/berita/politik/1415263-ngabalin-banggakan-kepemimpinan-jokowi-hadapi-gempuran-pandemi
Vaughn P. Shannon. (2007). Leadership Style and International Norm Violation: The Case of the Iraq War. Foreign Policy Analysis, 3(1), 79–104. https://doi.org/10.1111/j.1743-8594.2007.00042.x
Watkins, D. V., & Clevenger, A. D. (2021). US Political Leadership and Crisis Communication During COVID-19. Cogent Social Sciences, 7(1). https://doi.org/10.1080/23311886.2021.1901365
Wilson, S. (2020). Pandemic leadership: Lessons from New Zealand’s approach to COVID-19. Leadership, 16(3), 279–293. https://doi.org/10.1177/1742715020929151
Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership and Organization Development Journal, 36(1), 54–68. https://doi.org/10.1108/LODJ-11-2012-0141
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Muhammad Reza Fahlevy, Muhammad Noor, Amera Mahfin, I Ketut Gunawan
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
