Authoritarian Leadership Style

Oct 13, 2025 by leolavanderia.com.br 7 views

Analysis of the Relationship of Leadership Style and Employee Work Discipline in the North Sumatra Human Rights and Human Rights Office

Introduction

The relationship between leadership style and employee work discipline is a crucial aspect of organizational success. Effective leadership can motivate employees to work more diligently, while poor leadership can lead to low morale and decreased productivity. This study aims to analyze the relationship between leadership style and employee work discipline in the North Sumatra Regional Legal Office and Human Rights (Regional Office of Law and Human Rights). The main focus of this study involves three leadership styles, namely authoritarian, democratic, and participatory leadership, and its impact on employee work discipline.

Background

Leadership style is a critical factor in determining employee work discipline. Authoritarian leadership style, which involves strict control and decision-making by the leader, can lead to a positive impact on employee work discipline. Employees tend to follow the rules and procedures set by the leader, resulting in a more disciplined work environment. On the other hand, democratic leadership style, which involves employee participation in decision-making, can lead to a greater influence on employee work discipline. Employee involvement in decision-making motivates them to work more diligently and feel more empowered.

Research Methodology

This study involved 107 employees working in the Regional Office of Law and Human Rights of North Sumatra. By using the Slovin formula, the number of samples taken is 52 employees. Data was collected through questionnaires distributed to respondents, as well as documentation studies to support the information obtained. The variables studied using a Likert scale, which facilitates the measurement of respondents' attitudes towards various leadership styles.

Data processing is done with SPSS software version 12.0. Descriptive analysis is used to provide a general picture of the data obtained, while hypothesis testing is carried out using the Spearman rank correlation.

Research Result

The results showed that there was a significant relationship between authoritarian, democratic, and participatory leadership styles of employee work discipline. This study found that:

Authoritarian Leadership Style: This style turns out to have a positive impact on employee work discipline. Employees tend to follow the rules and procedures set by the leader.
Democratic Leadership Style: The results show that this style has a greater influence compared to authoritarian and participatory leadership styles. Employee involvement in decision-making motivates them to work more diligently and feel more empowered.
Participatory Leadership Style: Employees feel more empowered but not always organized in carrying out tasks.

Analysis and Implications

From the results of the study, it can be concluded that the leadership style plays an important role in creating work discipline in the North Sumatra Legal and Human Rights Regional Office. Democratic leadership style that involves employees in decision-making has proven to be more effective in increasing their work discipline. This shows that employees tend to be more committed when they feel involved and valued in the work process.

The implications of the results of this study underline the importance of the development of adaptive and responsive leadership styles to the needs of employees. Leaders in the Regional Office of Law and Human Rights of North Sumatra need to consider adopting a more democratic and participatory leadership approach to improve employee discipline and performance.

Conclusion

In conclusion, this study highlights the significance of leadership style in determining employee work discipline. The results of this study suggest that democratic leadership style is more effective in increasing employee work discipline compared to authoritarian and participatory leadership styles. This study provides valuable insights for leaders in the Regional Office of Law and Human Rights of North Sumatra to adopt a more democratic and participatory leadership approach to improve employee discipline and performance.

Recommendations

Based on the findings of this study, the following recommendations are made:

Leadership Development: Leaders in the Regional Office of Law and Human Rights of North Sumatra need to undergo leadership development programs to enhance their leadership skills and adopt a more democratic and participatory leadership approach.
Employee Involvement: Employees need to be involved in decision-making processes to increase their sense of ownership and commitment to their work.
Performance Management: Performance management systems need to be implemented to monitor and evaluate employee performance and provide feedback to employees.
Organizational Culture: The organizational culture needs to be transformed to promote a culture of collaboration, empowerment, and accountability.

Limitations

This study has several limitations. Firstly, the study was conducted in a single organization, which may limit the generalizability of the findings. Secondly, the study used a cross-sectional design, which may not capture the dynamic nature of leadership style and employee work discipline.

Future Research Directions

Future research directions include:

Longitudinal Study: A longitudinal study needs to be conducted to examine the dynamic nature of leadership style and employee work discipline over time.
Multi-Organizational Study: A multi-organizational study needs to be conducted to examine the generalizability of the findings across different organizations.
Qualitative Study: A qualitative study needs to be conducted to examine the experiences and perceptions of employees and leaders in the Regional Office of Law and Human Rights of North Sumatra.

References

[1] Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
[2] House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321-338.
[3] Yukl, G. A. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Prentice Hall.

Appendices

[Appendix 1] Questionnaire used in the study
[Appendix 2] Documentation studies used in the study
[Appendix 3] SPSS output used in the study
Frequently Asked Questions (FAQs) about the Relationship between Leadership Style and Employee Work Discipline

Q: What is the main focus of this study?

A: The main focus of this study is to analyze the relationship between leadership style and employee work discipline in the North Sumatra Regional Legal Office and Human Rights (Regional Office of Law and Human Rights).

Q: What are the three leadership styles studied in this research?

A: The three leadership styles studied in this research are:

Authoritarian Leadership Style: This style involves strict control and decision-making by the leader.
Democratic Leadership Style: This style involves employee participation in decision-making.
Participatory Leadership Style: This style focuses on collaboration between leaders and employees.

Q: What is the significance of leadership style in determining employee work discipline?

A: Leadership style plays a crucial role in determining employee work discipline. Effective leadership can motivate employees to work more diligently, while poor leadership can lead to low morale and decreased productivity.

Q: What are the implications of the results of this study?

A: The implications of the results of this study underline the importance of the development of adaptive and responsive leadership styles to the needs of employees. Leaders in the Regional Office of Law and Human Rights of North Sumatra need to consider adopting a more democratic and participatory leadership approach to improve employee discipline and performance.

Q: What are the limitations of this study?

A: This study has several limitations, including:

Single-Organization Study: The study was conducted in a single organization, which may limit the generalizability of the findings.
Cross-Sectional Design: The study used a cross-sectional design, which may not capture the dynamic nature of leadership style and employee work discipline.

Q: What are the future research directions?

A: Future research directions include:

Longitudinal Study: A longitudinal study needs to be conducted to examine the dynamic nature of leadership style and employee work discipline over time.
Multi-Organizational Study: A multi-organizational study needs to be conducted to examine the generalizability of the findings across different organizations.
Qualitative Study: A qualitative study needs to be conducted to examine the experiences and perceptions of employees and leaders in the Regional Office of Law and Human Rights of North Sumatra.

Q: What are the practical implications of this study?

A: The practical implications of this study are:

Leadership Development: Leaders in the Regional Office of Law and Human Rights of North Sumatra need to undergo leadership development programs to enhance their leadership skills and adopt a more democratic and participatory leadership approach.
Employee Involvement: Employees need to be involved in decision-making processes to increase their sense of ownership and commitment to their work.
Performance Management: Performance management systems need to be implemented to monitor and evaluate employee performance and provide feedback to employees.

Q: What are the theoretical implications of this study?

A: The theoretical implications of this study are:

Leadership Theories: The study contributes to the development of leadership theories by highlighting the importance of democratic and participatory leadership styles in improving employee work discipline.
Organizational Behavior: The study contributes to the understanding of organizational behavior by examining the relationship between leadership style and employee work discipline.

Q: What are the future applications of this study?

A: The future applications of this study are:

Organizational Development: The study can be applied to organizational development programs to improve employee work discipline and performance.
Leadership Development: The study can be applied to leadership development programs to enhance the leadership skills of leaders in the Regional Office of Law and Human Rights of North Sumatra.
Performance Management: The study can be applied to performance management systems to monitor and evaluate employee performance and provide feedback to employees.