Implementation of the Situasional Leadership Style of the Head of Sawo Village in Improving Employee Performance

Abstract

The presence of village laws and reional autonomy regulations provides opportunities as well as encouragement for villages to build and improve service to the community. It is not uncommon for succes in the village to have relevance to the capacity of the village head. The condition of problem in Sawo village, Tulungagung Regency, such as the low quality of human resources, the lack of innovation from village leaders, and the low level of work discipline, require firmness from the villae head to apply a situational leadership style. The purpose of this study is to find out the extent of the impact of the implementation of situational leadership style by the village head on improving employee performance. The menthod used in this study is a qualitative descriptive approach by utilizing primary and secondary data as sources of information. The results of the study using the Hersey & Blanchard approach cited in the study (F. A. Putri et al., 2024) have 4 indicators. Where the telling indicator has not run optimally, due to the lack of ability of the Village Head to provide direction and the low quality of human resources. In addition, the selling stage is also not optimal because the Village Head does not create ideas or innovations for the progress of the Village, which shows the lack of visionaries who should stand out in this style. On the other hand, the Participating style is well implemented, which is indicated by the involvement of employees in carrying out discussions and decision-making. While the delegating style has also been implemented effectively, it can be seen from how the Village Head delegated some of the authority to subordinates and community leaders.