Introduction
Education is essentially a human culture or humanizes
humans, so that education has a strategic position to educate the nation's life
and improve the quality of the nation. At this level, education is a conscious
and planned effort to create a conducive learning atmosphere and learning
process so that students can develop their potential well so that they have
high intellectual, emotional and spiritual intelligence and have good
personality and self-control.
With such a strategic position, the implementation of
education in Indonesia is carried out as a systematic national education
system, which functions to develop capabilities and shape the character and
civilization of a dignified nation in the context of educating the nation's
life, aiming to develop the potential of students to become human beings who
believe and fear God Almighty, have noble character, healthy, knowledgeable,
capable, creative, independent and healthy, knowledgeable, capable, creative,
independent, and become a democratic and responsible citizen.
The Indonesian nation is a big nation. The development that
has been going on so far is not only building physically, but also non-physically
in the form of improving the quality of human resources. In today's global
competition, the world of work really needs people who can think ahead, are
smart, innovative and are able to work with high spirits in the face of the
progress of the times. Not only that, in the current conditions the role of
human resources themselves who have an important role in an institution, is
also prioritized on mature managerial aspects in managing the organization.
Various organizations, institutions and agencies are trying to improve the
performance of all elements in their respective organizations. �each with the
aim of achieving organizational survival.
Among all the resources owned by a government and private
agency, human resources are the most decisive and most important, including the
element of leadership. If the available resources are not managed properly,
they will not get the planned goals, so the role of the leader is very important
who can use his authority and leadership to achieve a goal.
Leadership is the style of a leader influencing his
subordinates to cooperate and work effectively in accordance with his orders,
with the leadership possessed by a leader who will be used to be able to direct
Human Resources and use all his abilities in achieving good performance.
According to Kerlinger and Padhazur (2002) leadership
factors have a very important role in improving employee performance because
effective leadership provides direction to the efforts of all workers in
achieving organizational goals. An effective leadership style is needed by
leaders to be able to improve the performance of all employees in achieving
organizational goals as a public service agency. Thus, leadership can be a good
guide in improving employee performance.
Then the element that becomes an obstacle in leadership is
conflict within the organization, namely differences in perceptions that occur
in individuals or groups. In a work team if individuals cannot adapt and do not
speak the same language in achieving organizational goals, a conflict will
arise which is usually expressed through communication behaviors.
Conflicts that occur can be constructive or vice versa can
reduce the quality of individual work which ultimately results in low quality.
A leader must be able to avoid conflicts with negative team performance, which
will have an impact on decreasing employee performance. Then conflict in an
organization can occur due to various reasons, for example the existence of an
ineffective leadership, unclear structure or work and problems related to the
personality of each individual or different group. Conflicts that occur in an
organization in general will have an influence on the work atmosphere, for
example the performance of the education office of Buton Regency. If the
conflict has an impact on employee performance, organizational performance will
absolutely be affected.
Conflict as described above, is something that must be
faced by every organization. Based on the results of interviews and discussions
with one of the heads of fields at the Buton Regency Education Office, which
became the case study in this study, the same thing also experienced conflicts
in its development.
In the Law of the Republic of Indonesia Number 23 of 2014
concerning Regional Government. The spirit of autonomy is the right, authority,
and obligation of the region to manage its own household, government affairs
and the interests of the local community.
Of course, the spirit of regional autonomy will provide
benefits for regional progress because regions are given the authority to
regulate their own households in accordance with the legislation. However, the
concept of regional autonomy in addition to having a positive impact but also
having a negative impact, regional heads are given legal legitimacy to rotate
or place civil servants in the institutions they want.
One example of the inappropriate placement of the Head of
the Buton Regency education office, the position of the head of the education
office should be like someone who has a vision, mission and program to advance
education in the Buton Regency, but in reality, the placement of the Head of
the Buton Regency education office is not in accordance with scientific
knowledge. which he has. Information obtained from
https://id.wikipedia.org/wiki/Otonomi_region_di_Indonesia explains that the
majority who occupy important positions under the government of Buton Regency
are civil servants who are involved in practical politics and the success team
of the elected regent. will lead to conflict within the organization. When a
conflict occurs, it will affect the performance of the Buton district education
office employee.
Then, to improve the performance of education, it must be
supported by reliable human resources, one of which is employees who work in
the education office, including the Buton Regency Education Office, which is
planned to be the object of this research. District education office. Buton has
a vision: The realization of equitable and quality education by involving
stakeholders towards superior human resources and good character. �This vision
is described in the Mission of the Education Office of Buton Regency which
includes: (1) Increasing access to education services for the community; (2)
Improving the quality of education services and reducing service gaps between
education units; (3) Implement and develop the national education system; (4)
Realizing the implementation and management of education that is transparent,
participatory, and accountable; (5) Developing a Network of Cooperation with
strategic partners in the world of education; (6) Improving the quality of the
teaching and learning process (PBM) to produce students who are able to develop
themselves; (7) Growing the ability of students to be able to recognize, excel
and contribute to the surrounding environment; and (8) Developing activities
and habits that encourage the emergence of akhakul karimah identity.
Then To realize the vision, the program is highly dependent
on employees who have high skills and abilities according to specific jobs.
Employees with such qualities tend to have higher performance.
With such conditions, performance issues have always been
discussed among practitioners and academics. Among practitioners, one of the
regional government work units that are concerned with performance issues is
the Buton District Education Office. The work unit in charge of this education
area has tried to improve employee performance at the maximum level. By taking
into account the number of work programs that must be implemented, the position
of employee performance is very strategic in supporting organizational work
performance.
However, the reality on the ground shows that employee
performance is not at the maximum level, even some are at a moderate to low
level, so they cannot be relied on to support the achievement of organizational
goals and performance.
In addition, according to the results of pre-research
interviews with two leaders, information was obtained that there are still
employees who are unable to complete work according to applicable procedural
and work standards, arrive late or leave early, do not want to spend extra
effort to complete work on time, and less loyal to the instructions of
superiors.
1.
Performance
The first principle of performance
management is to determine performance in a way that is appropriate to the
context of the organization and its objectives. The definition of performance
should also enable an organization to measure results and to compare actual
results with what is required. Performance must be defined and managed in a
manner that is seen as fair and appropriate by employees, as well as by other
interested parties. Performance management is a major component of the psychological
contract made by employers and employees. If the employer defines performance
using criteria that the employee does not accept, or if the employer sets
standards that the employee views as unreasonable, there will be conflict. This
means that there is a need for uniformity of perception between employers and
employees.
In line with the urgency of the
definition of performance, performance can be defined from two perspectives,
namely performance as behavior and results. Performance as behavior, among others
defined by Rotundo and Sackett as quoted by Catherine as follows: "job
performance is typically conceptualized as actions and behaviors that are under
the control of the individual that contributes to the goals of the
organization. behavior that is under the control of the individual that
contributes to the goals of the organization.
In line with Campbell who is also quoted
by Catherine (2011:210) states "especially important to this definition
are the ideas that performance is behavior (as opposed to the results of
behavior) and that this behavior can be evaluated in terms of its contribution
to organizational goals. Particularly important in this definition are the
ideas that performance is a behavior (as opposed to a behavioral outcome) and
that this behavior can be evaluated in terms of its contribution to
organizational goals.
Then Sharma (2009): 130), �job
performance was defined in terms of rise in the level of output of services
with the same or reduced level of input as a result of better work methods and
improved technology. Performance is defined as the term increased service level
by the same level or reduced from the input as a result of better work methods
and technological improvements.
The same opinion was expressed by
Laitinen (2002:66) that "job performance is the ability of an object to
produce results in a dimension determined a priori, in relation to a target.
Performance is the ability of an object to produce results in a predetermined
dimension in relation to a target.
Based on the description above, it can be
synthesized that performance is behavior someone in completing a task that
shows job achievement and contributes to the organization, with indicators: (1)
enthusiastic, (2) carrying out formal activities, (3) collaborating with other
employees, (4) following organizational rules, (5) seeking organizational achievement
goals.
2.
Leadership
Leadership is a central part in
understanding group behavior, because it is the leader who usually provides
direction towards achieving goals. Mullins (2013: 78) suggests that "There
are many ways of looking at leadership and many interpretations of its meaning,
leadership might be interpreted in simple terms, such as 'getting others to
follow' or 'getting people to do things willingly', or interpreted more
specifically, for example as 'the use of authority in decision making. Leadership
can be interpreted simply and specifically. In simple terms, leadership is an
attempt to gain followers or get others to do things voluntarily. More
specifically, leadership is defined as the use of authority in decision making.
Furthermore, Schermerhorn (2009:474)
defines leadership that �the process of inspiring others to work hard to
accomplish important askt. Leadership is a process that inspires organizational
members to work hard to complete important tasks. Yulk (2010:20) argues that
�leadership has been defined in terms of traits, behaviors, influence,
interaction patterns, role relationships, and occupation of an administrative
position. Leadership is defined in terms of traits, behavior, influence,
interaction patterns, role relationships.
Based on the description of the concept
above, it can be synthesized that leadership is an influencing and motivating
activity carried out by leaders to their followers in an effort to achieve
organizational goals with indicators: (1) providing direction, (2) providing
assistance, (3) making decisions (4) balance and success.
3.
Conflict
Conflict is a process of social
interaction in which two or more people, or two or more groups, differ or
contradict in their opinions or goals; Stoner and Freeman explain organizational
conflict to include disagreements about goals, status, values, perceptions or
personality disagreements. Robbins and Coulter (2010: 382) explain conflict as
"perceived incompatible differences resulting in some form of interference
or opposition. Conflict is considered to be compatible difference which results
in some form of interference or opposition.
Then Schemerhorn (2009:416) defines
conflict a disagreement between people on substantive or emotional issues.
Conflict is a disagreement between people on substantive or emotional issues.
Furthermore, Kreitner (2010:34) defines explaining that Conflict is a complex
subject for several reasons. Primary among them is the reality that conflict
often carries a lot of emotional luggage. Fear of losing or fear of change
quickly raises the emotional stakes in a conflict. Conflicts also vary widely
in magnitude. In this case, conflict is a complex subject of study for several
reasons, one of which is the fact that conflict often carries a lot of emotional
content. Fear of loss or fear of change immediately gives rise to emotional
outbursts in a conflict. Conflicts can also vary in number. This implies that
conflict is not a simple matter, but a complex and multi-dimensional matter.
According to Leonard and Hilgret
(2007:341) explain that Substantive conflict is conflict between individuals
because of what should be done or what should occur, (2) personalized conflict
is conflict between individuals that occours because the two parties do not
like one another. substantive, namely conflict between individuals because of
what should be done or should happen. Second, personal conflict, namely
conflict between individuals that occurs because two parties do not like each
other. The existence of various forms, types or types of conflict shows the
complexity of the conflict and is at the same time rich in nuances and
perspectives.
From the various descriptions of conflict
above, it can be synthesized that conflict is a disagreement or conflict that
occurs in a group or organization when a person's behavior is hampered by the
behavior of others, with indicators: (1) conflict between individuals, (2)
disputes in achieving goals, (3) contradicting norms and values. (4) mutually
negating behavior, (5) conflict due to creativity or new ideas in achieving
goals.
Method
This research was conducted at the Education Office of
Buton Regency, Southeast Sulawesi Province. The research approach was carried
out quantitatively, with a survey method, measured using a questionnaire
instrument. Data analysis used parametric statistics with path analysis. This
research was carried out to employees of the education office of Buton Regency,
totaling 90 people with a sample of 73 employees. The data is used by using an
instrument in the form of a questionnaire that has been tested for validity and
reliability.
Results
And Discussion
1.
The Effect of Leadership on Performance
From the results of testing the first
hypothesis, it is concluded that there is a direct positive influence of leadership
on performance with a correlation coefficient of 0.501 and the path coefficient
value of 0.404. This means that leadership has a direct positive effect on
performance.
The results of this study are in line
with the opinion of several experts including the opinion of Jonhn B miner
(2007: 283) explaining however, the theory also deals with how these
perceptions influence the outcomes of the leadership process and more directly
with leadership as a determinant of performance. However, this theory is also concerned
with how these perceptions affect the outcomes of the leadership process and
that direct leadership determines performance.
Furthermore still in the same book John B
miner (2007:295) to this point theory has been concerned with the perception of
leadership by others. However, there are also effects that leadership exerts on
performance. The most important concern with perceived leadership is other
people. However, there is also an effect that leadership has on performance.
Jennifer M. George and Gareth. R Jones
explain (2005:363) leadership is the exercise of influence by one member of a
group organization achieve its goal. Leadership influences group members in the
organization and helps organizational members to achieve goals. Schemerhon
explained (2010:341) Achievement oriented leadership is predicted to encourage
subordinates to strive for higher performance standards and to have more
confidence in their ability to meet challenging goals. For subordinates in
ambiguous, nonreptitive job, achievement oriented leadership should increase
their expectations that effort loads to desired performance.
Achievement-oriented leadership can be expected to encourage subordinates to
achieve higher standards of performance and have more confidence that their abilities
can achieve future goals. For subordinates who do not understand, work that is
not repetitive, performance-based leadership should increase their expectations
that their efforts will lead to the desired performance.
Based on the description above, it is
clear that leadership has a direct positive effect on performance.
2.
The Effect of Conflict on Performance
From the results of hypothesis testing,
it can be concluded that there is a direct negative effect on performance with
a correlation coefficient value of -0.419 and a path coefficient value of
-0.279. This means that conflict has a direct negative effect on performance.
The results of this study are in line
with the opinion of several experts including Khan, Wolfe, Quinn, Snoek, &
Rosenhal explaining that "role ambiguity and role conflict are
conceptualized as stressors that impede performance. Ambiguous attitudes and
conceptualized conflict generate stress and hinder performance. Fred Luthans
(2008:344) says that the is recent research evidence that such conflict can
have a negative impact on well-being and performance and may be affective bay
culture differences. What follows is recent research evidence that such conflict
can have a negative impact on cultural well-being and is influenced by cultural
differences.
Next, Harold Kerzner (2008:473) explains
that �When conflict becomes dyfunctional, it often results in poor program
decision-making, lengthy delays over issues, and a disruption of the team's
efforts, all negative influences to program performance. When there is a
functional conflict, this will often result in thinning decisions in shaping a
program, a long delay in the problem, and an attempt to disrupt a team, all of
which will take place negatively in the work program.
Based on the description above, it is
clear that conflict has a direct negative impact on performance.
3.
The Effect of Leadership on Conflict
From the results of hypothesis testing,
it can be concluded that there is a direct negative influence on leadership and
conflict with a correlation coefficient value of - 0.436 and the path
coefficient value of -0.346 means that leadership has a direct negative effect
on conflict.
The results of this study are in line
with the opinion of experts including Muhamad Afzalur Rahim (2006:153) explaining
that "leadership can influence other variables, such as task structure,
group position, size, and so on, which affect amount of intragroup conflict and
the styles of handling conflict by the group members. Leadership can influence
other variables, such as task structure, group position, size, and so on, which
affect the amount of conflict within the group and the style of handling by
group members. Furthermore, Richard L. Morril (2010: 276) explains that �our
explorations bring to light some of the conditions that must be met in order
for a process of strategic leadership to deal affectively with structural
conflict. We provide ideas about some of the conditions that must be met, in
order to effectively deal with the strategic leadership process in accordance
with the Conflict structure.
In the same book, Richard L. Morril
(2010: 280) explains that �we have described leadership as an integrative
process of sense making, choice, and action that influences groups and
individuals to purse shared goals in the context of change and conflict.�
Based on the description above, it is
clear that leadership has a direct negative effect on conflict.
Conclusion
Based on the results of data analysis, it can be concluded
that (1) Leadership has a direct positive effect on performance. This means
that effective leadership causes an increase in the performance of the Buton
Regency education office. (2) Koflik has a direct negative effect on
performance. That is, the reduction in conflict leads to an increase in the
performance of the education office in Buton Regency. (3) Leadership has a
direct negative effect on conflict. This means that effective leadership causes
a decrease in employee conflicts at the education office in Buton Regency.
Based on the conclusions above, the suggestions that need
to be followed up include: (1) The existence of employees has a very strategic
role in educational organizations, so they are required to continue to improve
their performance. (2) In improving employee performance, it cannot be
separated from the active role of the head of the education office as the
leader. This means that the existence of the head of the department is expected
to be a guide for improving employee performance. In an effort to improve the
performance, there are several things that are done by the head of the service,
including: (a) It is further improved in terms of the monitoring process of the
work carried out by employees, so that if there are obstacles or obstacles, the
best solution is immediately found. (b) Creating a conducive work climate (c)
giving the slightest appreciation to the work process of employees in
completing work to advance the quality of the education office of Buton Regency
(d) trying and trying to be fair and not giving favor to certain employees. (e)
trying to position oneself according to the time, place and situation needed
(f) instilling confidence in every employee, there is no work that cannot be completed
� suggestions for further research include:
a.
It is necessary to conduct a more in-depth
study to consider the factors that are thought to have an effect on improving
employee performance.
b.
To expand the generalization of the research,
it is necessary to conduct similar research wider in terms of population reach.
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