Characteristics Of Leadership With Open Decision-making Process

PAPER CHARACTERISTICS OF LEADERSHIP WITH OPEN DECISION-MAKING PROCESS A. Background In every company or organization to achieve its goals often problems also come. Because there are no unexpected problems in carrying out the process to achieve goals. When there is a problem must be able to solve the problem well. Can be resolved through good communication and cooperation to make the right decision. Because the problems that exist are not only internal but also external. When solving the problem it can also be a benchmark for the success of a management career. Decision making is also included in how to solve problems that occur in a company or organization. Here an individual must be able to think critically to solve problems. Because in solving problems, individuals who think critically are needed to be able to analyze the problem. Decision making is also not only thought of by one individual but can also be in groups by building good communication. So that there is no misunderstanding in every decision making. With this, it is expected to be able to make decisions as soon as possible but also right. B. Definition of Leadership According to Miftah Thoha (2000) Leadership is an activity to influence the behavior of others or the art of influencing human behavior, either individually or in groups. Meanwhile, the definition of a leader according to Hersey and Blanchard (in Azpizain Chaniago 2017, p. 2) the definition of a leader is "A leader is someone who can influence others or groups to perform maximum performance that has been set in accordance with organizational goals". In a simpler perspective, Morgan (in Azpizain Chaniago, 2017, p. 2) put forward three types of leadership roles, namely: 1) alighting (igniting the enthusiasm of workers with their individual goals). 2) aligning (combining individual goals with organizational goals so that everyone is heading in the same direction). 3) allowing (giving workers the freedom to challenge and change the way they work). Then the definition of a leader according to Azpizain Chaniago (2017, p. 2) is "A leader is someone who because of his personal abilities with or without official appointment can influence the group he leads to mobilize joint efforts towards achieving certain goals". Azpizain Chaniago (2017) stated that the function of a leader is divided into 4, namely: • Planning • Organizing • Actuating / leading • Controlling From the definition above, it can be concluded that the definition of a leader is someone who has the ability to influence other people or groups to do something maximally together to achieve agreed goals. C. Definition of Decision Making Decision Making is the process of selecting a number of important decision-making alternatives for administrator managers because this process plays an active role in motivating leadership, communication, coordination, and organizational change. Weyne and Miskel (in Syamsu Q. Badu & Novianty Djafri, 2017, p. 75) explain that "decision making is the responsibility of all school administrators, but before the decision is changed into action, the decision is no better than good faith". In addition, Usman, (in Syamsu Q. Badu & Novianty Djafri, 2017, p. 75) argues that "decision is an absolute requirement for educational administration because schools, like all formal organizations, are basically decision making. D. Leadership Approaches to Decision Making George R. Terry and Brinckloe (in Syamsu Q. Badu & Novianty Djafri, 2017, p. 76) state "The basic approaches to decision making that can be used are: 1) Intuition: decision making based on intuition or feelings is subjective so that it is easily influenced. Decision making based on intuition has several advantages and disadvantages. 2) Experience: decision making based on experience has benefits for practical knowledge, because a person's experience can predict the state of something, the pros and cons of the decisions that will be made can be calculated. People who have a lot of experience will certainly be more mature in making decisions, however, past events are not the same as events that occur now. 3) Facts: decision making based on facts can provide healthy, solid and good decisions. With facts, the level of trust in decision making can be higher, so that people can accept the decisions made willingly and openly. 4) Authority: decision making based on authority is usually carried out by leaders to their subordinates or people of higher position to people of lower position. Decision making based on this authority also has advantages and disadvantages ". 5) Logic / Rational: decision making based on logic is a rational study of all elements on each side of the decision-making process. In decision making based on rationality, the resulting decisions are objective, logical, more transparent, consistent to maximize results or values within certain constraints, so that they can be said to be close to the truth or in accordance with what is desired. In logical decision making, there are several things that need to be considered, namely: • Clarity of the problem • Goal orientation: unity of understanding of the goals to be achieved • Alternative knowledge: all alternatives are known in terms of type and consequences • Clear preferences: alternatives can be sorted according to criteria • Maximum results: selection of the best alternative is based on maximum economic results. E. Leadership Provisions in Decision Making According to Anoraga (in Anwar. H, 2014:45) The decision taken can be assumed to be good if it has met the following provisions: 1) the decision is taken as a solution to the problem faced; 2) as quickly and accurately as possible; 3) is rational, meaning it can be accepted by common sense, especially for the implementers who will later be responsible for the decision; 4) is practical and pragmatic, meaning it can be implemented with existing capabilities; 5) has minimal negative impact; 6) benefits many parties for the sake of smooth work and the direction of the goals to be achieved; 7) decisions taken can be evaluated for the future F. Decision Making Process Meanwhile, Thohiron (in Anwar. H, 2014, pp. 44-48) explains the decision making process as follows. 1. Problem Formulation In this case, leaders are expected to be able to formulate problems that exist within an organization. A problem arises because: • there is a gap between reality, starting point, and the desired goal • achieved or standard to be achieved; • there are obstacles and difficulties in bridging the gap; • there is a possibility of solving the problem if the formulation is correct. Problem formulation begins by reviewing the existing facts. Often this simple-sounding thing becomes the source of failure to make the right decision. The problem that often arises in reviewing facts is that leaders and those around them often mix facts with interpretations of those facts. A good formulation identifies all relevant elements, what elements are absent, and what elements need to be added. 2. Data Collection and Analysis Leaders are expected to be able to collect and analyze data that can help solve existing problems. The problem-solving process in decision making is: a) factgathering phase; b) idea discovery phase; c) solution discovery phase. The data/fact collection phase includes defining the problem and collecting problems and analyzing important data. One way to improve data collection skills is to first look at the existing problem broadly and then continue by determining the existing sub-problems. In this case, the ability to distinguish between symptoms and the actual problem is needed. 3. Making alternative policies After the problem has been detailed properly and well-structured, it is necessary to think about ways to solve it. This solution should always be attempted to have alternatives and their consequences, both positive and negative. Therefore, a leader must be able to make the best possible estimates. To make an estimate, sufficient information and a good estimation method are needed. The estimate consists of various meanings: a) estimates in the sense of projection, estimates that lead to tendencies from data that have been collected and arranged chronologically; b) estimates in the sense of prediction, estimates made using cause and effect analysis; c) estimates in the sense of conjecture, estimates based on the strength of intuition (feelings). Intuition here is subjective, meaning it depends on a person's ability to process feelings. 4. Selection of one of the best alternatives The selection of one alternative that is considered the most appropriate to solve a particular problem is carried out based on careful consideration or recommendations. In selecting one alternative, it takes a long time because this determines whether the alternative used will be successful or otherwise. Decision making by the leader, in relation to the selection of alternative problem solving, will involve all parties involved in the educational institution. This is because the leadership's power cannot be operationalized if it is not supported and assisted by all personnel who have different knowledge and experience. The leader must develop a concept of cooperation between personnel so that the implementation of alternative problem solving is faster and easier. Cooperation can be created if the leader has human skills. 5. Implementation of decisions In implementing decisions, a leader must be able to accept positive or negative impacts. When receiving a negative impact, the leader must also have other alternatives. The implementation of decision making is often a problem because decisions that must be responded to by many people are instead handled by a few people. The opposite also often happens. Decisions that should be handled by 2-3 people are handed over to a team of 40 or more people. As a result, there is endless debate. So first determine the decision-making method that best suits the situation and problems at hand: individual, team, deliberation, voting, etc. 6. Monitoring and Evaluation Implementation Results After the decision is implemented, the leader should be able to measure the impact of the decision that has been made. Re-evaluation needs to be conducted. The determining factors to be assessed must be decided from the start and not after the implementation is underway. In this way, it will indeed be easy to have a heated debate, but accuracy will be more guaranteed. G. Things to Consider in Decision Making According to Nars (in Anwar. H, 2014, pp. 43-44) In making a decision, the following things must be considered: 1) the decision-making process does not happen by chance; 2) decision-making is carried out systematically, namely: the availability of resources to implement the decision to be taken, the qualifications of the available workforce, the philosophy adopted by the organization, the internal and external environmental situations that will affect administration and management within the organization; 3) the problem must be clearly understood; 4) problem solving must be based on systematically collected facts, 5) a good decision is a decision that has been chosen from various alternatives that have been analyzed thoroughly. H. Leadership Style A leader/manager uses a decision-making style in making his/her decisions. Robert and Angelo (in Syamsu Q. Badu & Novianty Djafri, 2017, p. 79) explain that "decisionmaking style is a combination of how individuals perceive and understand stimuli and the general way in which they choose information. Knowledge of leadership has proven that the democratic type of leader is the most appropriate for modern organizations. This happens because this type of leadership has the following characteristic: 1) In the process of mobilizing subordinates, it always starts from the opinion that humans are the noblest creatures in the world, 2) Always try to synchronize the interests and goals of the organization with the personal interests and goals of his subordinates, 3) Happy to accept suggestions, opinions, and even criticism from his subordinates, 4) Always try to prioritize cooperation and teamwork in an effort to achieve goals, 5) Sincerely give the widest possible freedom to his subordinates to make mistakes which are then corrected so that the subordinates no longer make the same mistakes, but are braver to make other mistakes, 6) Always try to make his subordinates more successful than him, 7) Try to develop his personal capacity as a leader. Participatory style, its application to subordinates who have low abilities, but have a high willingness to work. Its characteristics are: 1) The leader carries out two-way communication, the leader will involve his subordinates to take part and contribute their creative ideas in solving problems. 2) Actively listen and respond to all the difficulties of subordinates, 3) Encourage subordinates to use their abilities operationally. In addition, the leader motivates his employees to be able to follow in his footsteps. Motivation can be given in the form of positive and negative motivation. If positive motivation means that leaders motivate subordinates by giving rewards for what they have done, while negative motivation is leaders who motivate their subordinates by giving punishment for their poor work. It is legitimate to do this for the good of the employees themselves. ; 4) Involving subordinates in decision making; leaders provide opportunities for subordinates to provide input in solving problems 5) Encouraging subordinates to participate, leaders always invite subordinates to participate in all aspects of learning interests 6) The level of maturity of subordinates from medium to high According to Sunarto (in Anwar. H, 2014, pp. 50-51) research on decision-making styles has identified four different individual approaches to decision making. This model has been designed for use by managers and aspires to managers, but its general framework can be used in any individual decision maker. The four decision-making styles are as follows. 1. Directive Style. People who use a directive style have a low tolerance for ambiguity and seek rationality. They are efficient and logical, but their efficiency results in decisions made with minimal information and few alternatives. Directive types make decisions quickly and are short-term oriented. 2. Analytical Style. Has a much greater tolerance for ambiguity than directive decision makers. This leads to a desire for more information and consideration of more alternatives than is more correct for directive types. Analytical managers are characterized as careful decision makers with the ability to adapt to new situations. 3. Conceptual Style. Individuals with a conceptual style tend to be very broad in their outlook and consider many alternatives. Their orientation is long-term and they are good at finding creative solutions to problems. 4. Behavioral Style. The behavioral style category is characterized by decision makers who work well with others. They are considerate of coworkers and subordinates and receptive to suggestions from others, relying heavily on meetings to communicate. This managerial style tries to avoid conflict and seeks acceptance. CLOSING A. Conclusion Leadership is an activity to influence the behavior of others or the art of influencing human behavior, either individually or in groups. Leadership aims to encourage members of an organization to be enthusiastic in achieving goals and also aims to motivate and improve the performance of members of the organization. Leadership can create different work environments according to the type or style of leadership applied by the leader. Decision Making is the process of selecting a number of important decision-making alternatives for administrator managers because this process plays an active role in motivating leadership, communication, coordination, and organizational change. In implementing a decision, a leader must be able to accept positive or negative impacts. When receiving a negative impact, the leader must also have other alternatives. Decisionmaking style is a combination of how individuals perceive and understand stimuli and the general way in which they choose information. B. Suggestions The author advises readers to be able to understand and apply a leadership style that suits each individual and organizational environment in the decision-making process. A leadership spirit is very necessary for every human being. The leadership spirit needs to be nurtured and developed. At least to lead yourself.