Peran Empowering Leadership Terhadap Efektivitas Kelompok Kerja Dalam Situasi Working From Home

Hanifah Nur Arini, Siti Mulyani

Abstract


Situasi pandemi covid-19 yang mulai mewabah pada tahun 2020 di Indonesia mengubah berbagai lini kehidupan. Tidak terkecuali  sistem kerja yang membentuk perilaku kerja baru seperti working from home. Mengelola tim kerja agar tetap efektif dalam kondisi working from home merupakan suatu tantangan tersendiri bagi atasan. Tujuan penelitian ini mendapatkan gambaran peran empowering leadership terhadap efektivitas kelompok kerja dalam situasi working from home dengan menelaah sejumlah literatur. Hasil kajian menunjukkan bahwa working from home memilki pengaruh positif maupun negatif bagi efektivitas kelompok kerja. Pengaruh positif working from home diantaranya memiliki otonomi jadwal kerja sendiri sedangkan untuk dampak negatifnya penurunan motivasi kerja, tidak tercapainya keseimbangan kehidupan kerja dan produktifitas kinerja tim yang menurun (kesulitan pengawasan kerja, penyelesaian kerja yang membutuhkan waktu lebih lama dan kesulitan melakukan koordinasi). Kepemimpinan dengan karakteristik empowering mampu mengedepankan pola hubungan yang harmonis antara pimpinan dan bawahan untuk menumbuhkan pemberdayaan kemampuan bawahannya untuk memimpin dirinya sendiri dan bertanggung jawab terhadap tindakan dirinya sendiri. Karkteristik pemimpin empowering (memberdayakan) mampu membantu karyawan dalam meningkatkan motivasi serta mendorong terciptanya efektivitas kinerja tim dalam situasi bekerja dari rumah (working from home).

Keywords


Empowering Leadership;working from home;group effectiveness

Full Text:

PDF

References


Altman, J. (2020). Performance Management for Remote Workers. Resource for Human, . Retrieved from lattice.com/library/performance-management-for-remote-workers

Amundsen, S. d. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 487-511.

Amundsen, S. d. (2015). Linking empowering leadership to job satisfaction, work effort and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership & Organizational Studies, 304-323.

Clark, S. C. (2000). Work/family border theory: Anew theory of work/family balance. Human Relation, 747-770. doi:doi:10.1177/0018726700536001

Cooper, C. d. (2002). Telecommuting, Professional Isolation, and Employee Development in Public and Private Organizations. Journal of Organizational Behavior, 511-532.

Cummings, T. G. (2019). Organization Development and Change Edisi Ke-10. Yogyakarta: Pustaka Pelajar.

Gajendran, R. S. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6) 1524-1541. doi:https://doi.org/10.1037/0021-9010.92.6.1524

Gürkan Tekman, H., İmren, M., Tekman, H. G., dan Gürkan Tekman, H. (2019). The Relationship

Between Media Multitasking, Working Memory and Sustained Attention. Çoklu Medya Görevi Ile Çalışma Belleği ve Sürekli Dikkati İlişkisi., 20(37), 1075–1100.

ILO. (2017). Working anytime, anywhere: The effects on the world of work. Joint ILO-Eurofund Report: oint ILO-Eurofund Report. doi:10.2806/425484

Jacobs, R. L. (2017). Knowledge Work and Human Resource Development. Human Resource Development Review, 16(2), 176–202. https://doi.org/10.1177/1534484317704293

Jones, R. A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: the mediating role of readiness for change. Journal of Management Studies, 361-386.

Kim, M. d. (2017). Self-efficacy and psychological ownership mediate the effects of empowering leadership on both good and bad employee behaviors. Journal of Leadership & Organizational Studies, 466-478.

Kozlowski, S. W. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 77-124.

Kossek, E. R. (2016). Workplace Flexibility: ‘Integrating Employer and Employee Perspectives to Close the Research Practice Implementation Gap. Employee Perspectives to Close the Research Practice Implementation Gap’’,, 255-271.

Larson, B. Z. (2020, Maret 18). A Guide to Managing Your (Newly) Remote Workers. Retrieved from Sangroup: https://sangroup.com/wp-content/uploads/2020/03/aguidetomanagingyournewlyremoteworkers.pdf

Li, Z. G. (2016). Combinative aspects of leadership style and emotional intelligence. Leadership and Organization Development Journal, 107-125.

Maynard, M. T. (2012). Empowerment—fad or fab? A multilevel review of the past two decades of research. Journal of Management, 123-1281.

Morris, P. d. (2017). Managing Effectively in Virtual Work Contexts: An Empirical Study. in Remote Work and Collaboration: Breakthroughs in Research and Practice, 267-286.

Mustajab, Duta., Azies, Bauw., Rasyid, Abdul., Irawan ,Andri., Akbar, Muhammad Aldrin., dan Hamid, Muhammad. (2020). Fenomena Bekerja dari Rumah sebagai Upaya Mencegah Serangan COVID-1 dan Dampaknya terhadap Produktifitas Kerja. The International Journal Of Applied Business Tijab 4(1): 13-21. e-ISSN 2599-0705

Nursalam. (2013). Konsep dan Metode Keperawatan (ed2). Semarang: Salemba Media.

P Choudhury, W. K. (2020). Working (From Home) During a Crisis: Online Social Contrubution by Workers During Coronavirus Shock Working (From Home). During Crisis: Onlne Social Contributions by Workers During the Coronavirus Shock, 20-096.

Pamela, S. J. (2012). Using Transformational Change to Improve Organizational Culture and Climate in a School of Nursing. Journal of Nursing Education, 81-88.

Rahayu, T. d. (2021). PERAN EMPOWERING LEADERSHIP DALAM MENINGKATKAN PRODUKTIVITAS KARYAWAN SELAMA WORK FROM HOME. Jurnal Ilmiah Manajemen dan Bisnis, Vol 6, No 2, Desember 2021. Retrieved from https://journal.undiknas.ac.id/index.php/manajemen

Sauermann, J. (2016). Performance measures and worker productivity. Europe: IZA-World of Labor. Retrieved from https://wol.iza.org/uploads/articles/260/pdfs/performance-measures-and-worker-productivity.pdf

Sewell, G. d. (2015). Out of Sight, Out of Mind in a New World of Work?, Autonomy, Control and Spatiotemporal Scaling in Telework. Organization Studies, 1507-1529.

Sheehy, N. (2008). Telework. In N. Chmiel (Eds.), An introduction to work and organizational psychology: A European perspective. Malden: Blackwell, 190-208.

Siti Rosidah, M. S. (2022). The Effectiveness of Performance and The Effect of Work Environment, Technology Infrastructure, and Work Autonomy on Employee Performance during Work from Home. Jurnal Manajemen (Edisi Elektronik), 44-57.

Sukmadinata. (2005). Metode Penelitian Pendidikan. Bandung: PT Remaja Rosdakarya.

Sumpter, D. M. (2017). Act expediently, with autonomy: Vicarious learning, empowered behaviors, and performance. Journal of Business and Psychology, 131-145.

Tanja van der Lippe, Z. L. (2019). Co-workers working from home and individual and team performance. New Technology, Work and Employment, 35:1.

Tuckey, M. R. (2012). Empowering leaders optimize working conditions for engagement:A multilevel study. Journal of Occupational Health Psychology, 15-27.

Van Dyne, L. E. (2007). Less Need to be There: Cross‐level Effects of Work Practices that Support Work–life Flexibility and Enhance Group Processes and Group‐Level OCB. Human Relations, 1123-1153.

Zhang, X. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 107-128.

Zhou, X. M. (2018). Empowering supervision and service sabotage: a moderated mediation model based on conservation of resources theory. Tourism Managemen, 170-187.


Refbacks

  • There are currently no refbacks.