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"Artikel konseptual ini membahasa pentingnya iklim kerja etis (etika) yang dapat dibangun oleh sistem manajemen yang bertujuan untuk meningkatkan kondisi kerja kondusif...."

"The aim of this research is to answer as following two problems. Is the difference between learning experience, age , place of born and feedback method to (1) principle leadership in national examination preparation (2) understanding teacher in national examinationmaterials...."

"The study of leadership in theoretical and pratical levels has been an interesting topic, because in intersects with the instutional aspects in which we actualize ourselves and serves and serve our fellow human beings and god...."

"Penelitian ini menganalisa tentang hubungan gaya kepemimpinan situasional Supervisor dengan kinerja karyawan bagian perawatan bangunan dan fasilitas PT Fajar Mekar Indah Area Gedung Bidakara. Penelitian ini adalah penelitian kuantitatif dengan pendekatan eksplanatif.Hasil dari penelitian ini menunjukkan bahwa gaya kepemimpinan situasional memiliki hubungan yang positif dengan kinerja karyawan, dimana bila gaya kepemimpinan situasional bertambah baik maka kinerja karyawan akan menjadi lebih baik dan sebaliknya.Penulis menyarankan Supervisor sebaiknya dapat menerapkan gaya kepemimpinan sesuai dengan tingkat kematangan karyawan. Dengan gaya kepemimpinan yang tepat diharapkan dapat meningkatkan kinerja karyawan yang sedang menurun.

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This research analyze for Correlation between the Situational Leadership Style of Supervisor with Employee's Performance of Maintenance Building and Facility Division PT. Fajar Mekar Indah Bidakara Tower. This research is explanative with quantitative approach.This research result is show that the situational leadership style of Supervisor has positive relationship with employee's performance, where if the situational leadership style of Supervisor is increase, so with employee's performance and vice versa.The writer suggests that Supervisor could apply leadership style appropriate with the situation. It's expected to improve employee?s performance which is in decline with exact leadership style."

"Upaya meningkatkan mutu hasil pendidikan, salah satunya dilaksanakan melalui penerapan manajemen berbasis sekolah (MBS) yang memberikan kewenangan yang lebih besar kepada sekolah untuk mengelola segenap aspek pendidikan lembaganya...."

"Human resources are the main assets of an organization. The successful of the organization depend on the people itself. A leader have an important role to make the organization success. Human resource management sub directorate at PT ?X? head office Jakarta is the center of human resource activity. This sub directorate have the responsibility to all others sub directorate to fulfill all the employee?s need and rights. Yet, to make a strategy to win the competitive advantages and become a market leader. The problem is how the company can achieve that, if the leader can?t make an effective organization caused by the pending of some projects that have to be done based on the schedule that have set before. It means that the leader has failed to run his leadership in order to supervise his follower. In this situation, to make an effective organization a leader have to see the situation of the follower by analyze the follower?s readiness or employees?s maturity. By measuring the maturity level of employee, what kind of leadership style that was used by the leader, and how the maturity level of employee can fit with the leadership style.

According to that, writter use the theory of situasional leadership by Paul Hersey and Kenneth H. Blanchard to support the research. This theory explain that a leader have to choose a best leadership style to fit with the level of follower?s maturity. It means that, a leader can use different style of leadership with a different people. It?s all depends on the situation that an organization has faced. Nowadays, this theory becomes the most common issues in every leadership part on an organization. So that, it is important for all leaders in organization to consider their leadership style in order to make the organization more effective.The reason of this research is to explain the conformity between employee?s maturity and leadership style.

The research population is all of the HRM sub directorate at PT ?X? head office Jakarta?s permanent employees. Yet, the research sample is 52 respondents, its using purpossive sampling technique. The sampling technique was used because of the respondents?s objectivity to evaluate the leadership style and level of maturity. So that, writer use the permanent employees as respondents. The research method according to the explanation level is desciptive with quantative approach. The research data consist of primary and secondary data. The primary data was collected by spreading quesionare to the respondents, and the secondary data was collected by literature study, company?s documents, and interview with top leader in HRM sub directorate of PT ?X?. The data analyzing was using frequency distribution?s table. The level of employee?s maturity and leadership style are the result of the conformity between the theory and its practice.

Result of the research shows that generally, there?s unconformity between the level of employee?s maturity and the leadership style that the leader has used. According to the level of employee?s maturity, writer use two dimension of maturity level which are the employee?s ability and the willingness. Both dimension shows in the medium to high category or in M3 of maturity level. However, this level of maturity is appropriate if the leader used the Participating of leadership style. But, based on the research the result shows that the leader of HRM sub directorate at PT ?X? used the Selling of leadership style. It was proved by the data analyzing that this leadership style result at 628 or 81% on high category.

Based on the research result, writer recommend several suggest to the corporation: (1) in order to make an effective of organization, a leader in sub directorate HRM PT ?X? head office Jakarta should take a look at the situation and the employee?s level of maturity; (2) the leader should change his leadership style with appropiate level of employee?s maturity."

"Every organization has constraints outside their own environment which affectthe way to run their activities. These constraints can change and determineuncertainty of organization?s environment, because they make environment turndynamic and complex. The uncertainty of environment makes organization?sleaders hard to control company?s direction to achieve their objectives.Leadership is one of the important factors that influence the success of the taskand goals of the company. A good leader is the one that able to determine thebest way to achieve objectives, a good negotiator, communicator, mediator, andintegrator. That?s why the skill of a leader is important for an organization,especially in a field which has so many pressures in their activities. The researchquestion are how is the implementation of Supervisor?s leadership in Distributionand Sales Division PT Heinz ABC Indonesia Bogor branch office, and are thereany obstacles in moving subordinates and how to handle these obstacles?The research method used in this paper is qualitative method, which the datagathering used deep interview with Supervisor and subordinates. The descriptivemethod is also used in this paper in order to give the full description of theleadership style implanted in distribution and sales division PT Heinz ABCIndonesia Bogor branch office.The result of this research is that Supervisor in Distribution and Sales Division PTHeinz ABC Indonesia Bogor uses different style to make subordinates achievetheir sales target according to their skills, knowledge, experiences, andcharacters. There are obstacles for Supervisor in moving subordinates, such asSupervisor has limitation in time and energy to deal with low skilled subordinates,Supervisor has subordinate?s resistances in relation with the increase of salestarget, and subordinate?s mental that hard to be changed. To handle theseobstacles, Supervisor gives effort to train their skill, doing open discussion withsubordinates about sales target, and implement discipline by appropriate worksystem. But the most fundamental is to build trust in subordinates to create asolid teamwork."

"Masalah pokok dalam penelitian ini adalah bagaimana hubungan antara strategi, struktur, sistem, gaya kepemimpinan, staf, dan ketrampilan terhadap nilai bersama di Ditjen HAM. Berdasarkan pokok permasalahan tersebut, maka tujuan dilakukannya penelitian ini adalah sebagai pembuktian ilmiah dalam menjelaskan hubungan antara elemen strategi, sistem, struktur, gaya kepemimpinan, staf, dan ketrampilan terhadap nilai bersama di Ditjen HAM ditinjau dari dimensi 7S McKinsey.Dalam kerangka kerja 7S McKinsey, organisasi dipandang sebagai sebuah sistem yang terdiri dari 7 elemen dasar yang mempengaruhi pencapaian tujuan organisasi yaitu Strategi, Sistem, Struktur, Shared Values (Nilai Bersama), Style (Gaya Kepemimpinan), Staf, dan Skill (Ketrampilan). Ketujuh elemen tersebut saling terkait satu sama lain dengan elemen nilai bersama sebagai inti dari ketujuh elemen tersebut.Keberadaan nilai bersama yang berada di tengah-tengah ini menunjukkan pentingnya peranan nilai bersama dalam suatu organisasi. Nilai bersama ini merupakan nilai-nilai yang dimiliki dan dibagi secara bersama di antara anggota organisasi, atau yang dikenal sebagai budaya organisasi. Penelitian ini dilaksanakan di Direktorat Jenderal HAM, Departemen Hukum dan HAM RI. Penelitian ini merupakan penelitian sensus dengan menjadikan subyek data sebagai sumber data. Pengumpulan data dilakukan dengan menggunakan kuesioner mengenai ketujuh elemen dalam kerangka 7s McKinsey. Analisis data dilakukan dengan menggunakan rumus korelasi sederhana dan korelasi parsial dan dengan menggunakan bantuan aplikasi SPSS versi 16.Pada penelitian ini, disimpulkan bahwa Variabel "gaya kepemimpinan", "staf", "ketrampilan", "sistem" dan "strategi" memiliki hubungan yang signifikan terhadap nilai bersama yang dimiliki pegawai di Ditjen HAM. Hanya variabel "struktur" yang tidak memiliki hubungan yang signifikan terhadap "nilai bersama" yang dimiliki oleh pegawai di Ditjen HAM. Secara parsial, variabel "gaya kepemimpinan", "staf", dan "strategi" memiliki hubungan yang signifikan dengan nilai bersama yang dimiliki pegawai di Ditjen HAM, sedangkan tiga variabel independen lainnya, yaitu variabel "ketrampilan", "sistem", dan "struktur" tidak memiliki hubungan yang signifikan dengan variabel "nilai bersama". Kata Kunci :

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ABSTRACTThe main question in this research is how is the relation between style of leadership, staff, skill, system, structure, and strategy towards shared values in the Directorate General of Human Rights. Based on that main question, the aims of this research is to find out the relationship between style of leadership, staff, skill, system, structure, and strategy towards shared values in the Directorate General of Human Rights seen in the 7S McKinsey Framework.In the 7s McKinsey Framework, organization is seen as a system that consist of seven elements that influence the performance of the organization. Those seven elements are shared values, style of leadership, staff, skill, system, structure, and strategy. They are interrelated each other with the element of shared values as the central of the interrelation.The position of shared values in the middle of the seven elements shows the important of the shared values in the organization. Shared values are values that owned by and shared among members of the organization, which also known as organization culture. This research was held in Directorate General of Human Rights, Departmen of Law and Human Rights. This research is a sensus study with the subject of the data is the resource of the data. The data collection was carried out using questionaire about the seven elements in 7S McKinsey Framework. The analysis of the data carried out using the formulation of bivariate correlation and partial correlation by application of SPSS version 16.Based on the results of this research, it is concluded that the variables of "style", "staff", "skill", "system", and "strategy" have a significant corrrelation with the variable of "shared values". Only variable of "structure" that do not have a significant correlation with the variable of "shared values". Partially, the variables of "style", "staff", and "strategy" have a significant corrrelation with the variable of "shared values". The other three variables, those are "skill", "system", and "structure" do not have a significant correlation with the variable of "shared values"."

"Pemekaran wilayah yang marak terjadi dalam kurun waktu sepuluh tahun terakhir sebagai bagian dari realisasi otonomi daerah telah membawa sejumlah perubahan. Perubahan tersebut selalu menghadirkan ketidakpastian dan beragam problematika lainnya yang harus segera diselesaikan. Untuk itulah, peran strategis kepemimpinan khususnya para Kepala Daerah atau Bupati/Walikota dalam membuat dan mengimplementasikan strategi kepemimpinan yang tepat akan sangat diuji. Melalui riset ini, peneliti menganalisis strategi kepemimpinan Bupati BM sebagai sebuah contoh kasus untuk melihat urgensi permasalahan ini.Berdasarkan hasil analisis data dan informasi yang diperoleh melalui penelitian kualitatif dengan menggunakan tiga teori yakni Enhancing Adaptability oleh Parry (1999), the Process of Great Leadership oleh Kouzes dan Posner (2004), serta Strategic Change Leadership oleh Graetz (2000), diperoleh kesimpulan bahwa strategi kepemimpinan Bupati BM saat ini tidak tepat sehingga belum mampu mengantarkan Kabupaten BM keluar dari kondisi yang tidak pasti dan menjadi otonom.

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The regional division which happened within this ten years as an effort to realize the autonomy of the local government has brought some changes. These changes usually create an uncertainty and other problems which have to be solved soon. Therefore, the role of the leadership strategy especially of the Governor or Regent in making and implementing an appropriate strategy will be challenged. In this research, the researcher analyses the leadership strategy of the Regent of BM Regency as an example to see the urgency of this problem.

Based on the result of the analyses on the data and information gathered by using qualitative method with three theories which are Enhancing Adaptability by Parry (1999), the Process of Great Leadership by Kouzes and Posner (2004), and Strategic Change Leadership by Graetz (2000), it is concluded that the strategy used by the recent Regent is not appropriate. Therefore, the local government has neither brought the Regency of BM out of the uncertainty nor become an autonomous region."