IMPLEMENTATION OF DEMOCRATIC LEADERSHIP STYLE IN
ORGANIZATIONS
Introduction
Leaders affect employee performance and also directly or indirectly affect the quality
of organizational quality. This causes that the leader as the key determinant of organizational
quality can also affect the organizational climate through various fulfillment of various
organizational needs such as sarpras, communication and other resources. Leadership is very
important in encouraging and moving its members, so with the performance of employees
must be encouraged by a leader to work even harder.
The way of leading used by the leader or to influence employee performance is called
the leadership style used by the leader in stimulating his subordinates to work as desired.
Leadership style is all the rules issued by a leader for his subordinates in the hope that the
subordinates can understand and comply with existing regulations so that subordinates with
their attitudes and behavior can work in accordance with the leadership (Mitfah & Nawawi,
Musfah & Ruzikna, 2015).
Style means a policy displayed in the form of a leader's behavior in influencing others
to move and adjust some views between the two (Masaong, Rosdina et al., 2015). Leadership
style as a behavior used by an organizational leader to influence the way of thinking, attitudes
and behavior of subordinates and can build a harmonious relationship between the two so that
with this relationship a leader can assess the extent of subordinate performance and the extent
to which the organization he leads is running (Nawawi, Musfah & Ruzikna, 2015).
The democratic leadership style of a leader in making decisions and making policies
or regulations always includes subordinates from all lines and tends to be decided together by
asking opinions from each line in the organization he leads (Andang, 2014, p.44). This style
emphasizes more on the equality of degrees in each member of the organization, so that
subordinates have the same right to express their opinions so that this style also views that
each existing subordinate is considered to have dignity and dignity in accordance with their
competence (Karwati & Priansa, 2013, p.178).
Based on the background that has been described and referring to the leadership
model theory of Lippit & White (1930) in his book Behavioral Theory of Leadership
suggests the existence of 3 (three) leadership styles, namely: (1) authoritarian leadership
style, (2) democratic leadership style, (3) Laissez Faire leadership style.
The characteristics of a democratic leadership style include: being able to move
subordinates based on joint decisions, aligning personal goals with the organization,
accepting criticism and suggestions, prioritizing cooperation, guiding subordinates,
motivating subordinates to be more successful than the leader and always developing the
potential of the leader (Purwanto, Djunaidi, 2017). In addition, a democratic leadership style
can be carried out by: a good leader, caring, an example giver, unemotional, and firm,
monitoring employee performance, providing guidance and performance counseling to
subordinates, providing motivation, not discriminating, fair, listening to and appreciating
subordinate performance.
Based on the description above, this study was conducted to explain and describe the
characteristics of a democratic leadership style that must be implemented in an organization
so that leaders can improve employee and organizational performance comprehensively.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
Research Methods
This research method with qualitative conducted with the aim of describing the results
of research into a series of words that are easy to understand by researchers and other readers.
The qualitative approach taken is Grounded Theory which is carried out by collecting several
theories or readings carried out through the development of the theory of Bernad M. Bass on
democratic leadership styles.
Data collection techniques with literature studies, namely research results obtained
from reading materials sourced from books, articles or research journals. The first data
processing technique is data reduction by collecting data based on the focus or formulation of
research problems. Second, data presentation, the data collected is displayed in the form of
writing or tables or pictures and so on to make it easier for researchers to find research data.
Third, drawing conclusions by making conclusions on data that is reduced and presented in
sentence form.
Results and Discussion
Democratic leadership in the organization requires a leader in all lines of
organizational management to treat subordinates like friends or companions so that at work
they do not experience awkwardness and organizational goals can be achieved together. The
democratic style used by leaders to influence subordinates to cooperate with superiors so that
organizational goals are achieved together (Musfah & Ruzikna, 2015). The leader in this
style is a good leader who is not authoritarian, the relationship between the two is a work
team. Leaders always stimulate subordinates to work, and leaders always think about the
needs and abilities of employees at work (Purwanti, 2013).
The strategies that must be carried out for a democratic leader in order to lead well are
as described by Bernard M. Bass seen from the Multifactor Leadership Questionnaire
(MLQ), namely idealized influence, inspirational motivation, intellectual stimulation,
individual consideration which is explained as follows:
Idealized Influence
This component characterizes independent leaders, trustworthy, able to solve
problems, able to filter important information, goal orientation, committed and have a vision
and mission (Bernard M. Bass, Fatmasari, 2012). Idealized influence is defined as a
leadership style that has the following characteristics: leaders are able to take risks and solve
them together, leaders always consider common interests rather than personal, have good
behavior and according to the rules, and are able to invite employees to work together to
achieve the vision and goals of the organization (Bass & Avolio, Voon et al, (2011, p.2).
Leaders who adhere to a democratic system in leading want input and constructive
criticism with always includes subordinates to make decisions to carry out programs to
achieve organizational goals (Pasolong, Irdayanti et al., 2021). Decision making that is
carried out by involving all components of the organization can shape the commitment and
responsibility of human resources to work well (Syafaruddin et al, 2022). Decision making
can also be done personally to all organizational stakeholders to get a mutual agreement and
then hold a formal meeting to get a joint decision (Bakri & Hosna, 2020).
The democratic leadership style explains that a democratic leader considers himself as
part of his group and together with his group tries to be responsible for the implementation of
common goals with the aim that each member takes responsibility, all members participate in
all activities, planning, organizing, supervising and assessing which each member is
considered a valuable potential in an effort to achieve goals (Terry, Baharuddin & Umiarso,
2012, p.56). Leaders with a democratic style always communicate with employees for
opinions and assistance in making organizational program plans according to their respective
fields of work (Anjani & Dafit, 2021). Planning an organizational program, leaders need to
involve all employees to be asked for information and opinions through meeting activities in
order to form a quality work program so that the needs of employees and organizations are
met in the organization (Ronirs & Hollenbeck, Ulya, 2019).
Inspirational Motivation
Leaders who have these criteria have a future-oriented vision, are able to set high
standards for employee performance, have strong motivation and beliefs and provide
encouragement to subordinates to do a job (Bernard M. Bass, Fatmasari, 2012). Inspirational
motivation is a behavior that reflects the provision of inspiration for subordinates by
providing some insight and understanding of the work to be done by subordinates. So that in
this way the leader is expected to be able to motivate subordinates to work well, show an
attitude of enthusiasm, and the leader is able to build and apply a good communication
process with subordinates (Bass & Avolio, Voon et al, (2011, p.2).
Democratic leaders also have confidence in their members that they have the ability to
work well and responsibly. He always tries to build the spirit of group members in carrying
out and developing their work power by fostering a sense of kinship and unity (Nasiruddin,
Kaifa, 2018). Work motivation grows and develops to do work, such as job characteristics,
work group atmosphere, and organizational climate. No matter how much incentive is given
and no matter how clear the work objectives are, performance will decrease if it is not
supported by a motivating work environment (Ajabar et al, 2021, p.52).
Competitiveness explains some of the achievement motivation of employees at work
as follows: First Aff-Need for Achievement is the need or desire to do a better job than before,
always wanting to achieve higher achievements. Second Aff-Need for Affiliation is the need
or desire to create reciprocal relationships, which is the urge to interact with others or be with
others, not wanting to do something that harms others. Third pow-power needs are the need
or desire to have influence over others with the power they have. This npower model tends to
be topdown, so it is directly related to the role of leaders and leadership (Mc. Clelland,
Aminah & Jusriadi, 2018).
Intellectual Stimulation
Intellectual stimulation, a leader must be able to encourage employees to be more
creative at work, provide space for employees to have an opinion, be able to solve existing
problems in a creative way, up to date and based on facts not opinions (Bernard M. Bass,
Fatmasari, 2012). In this criterion, a leader always updates new ideas that are more creative
and solutive, and can use up to date facilities to support work and always motivate employees
to work with the latest methods so that employees have good quality at work (Bass & Avolio,
Voon et al, 2011, p.2).
Innovation and risk-taking relates to the extent to which organizational
members/employees are encouraged to be innovative and take risks (Robbins, 2013, p.279).
Democratic leaders always try to stimulate their members to work productively to achieve
common goals. In his actions and efforts he always bases on the interests and needs of his
group, and considers the capabilities and abilities of his group (Purwanti, Kaifa, 2018).
Innovation is needed to overcome problems that are not only limited to organizational
problems but also problems that affect the smooth running of organizational processes
(Syafaruddin, 2012, p. 58). Innovation is an idea, method, action that is considered new by
individuals or groups who believe in it, where those who believe in innovation as the latest
idea, then this will lead to an action or treatment of the innovation (Roger, Su'ud, 2014, p.04).
More innovative organizations can overcome environmental challenges and take
advantage of opportunities. The ability to innovate is fundamental to being able to maintain a
competitive advantage, meaning that innovation is very important for organizational survival
(Iscanet et al, Indriani, 2021, p29). Human resource creativity has a positive and significant
effect on employee performance, where employees who have special skills in solving
problems at work, so that the work done is completed in a timely manner and more
effectively and also more accurately (Aprianggi et al., Indrajita, 2021).
Individual Consideration
This criterion is that a leader has a sense of respect for others, pays attention to the
needs and opinions of subordinates or others, and is able to listen, educate, train and evaluate
the performance of subordinates that have been produced (Bernard M. Bass, Fatmasari,
2012). Individualized consideration, leaders are able to pay attention to subordinates,
especially regarding the need for improvement and development of work performance
produced by subordinates so that employees are able to work well. (Bass & Avolio, Voon et
al, 2011, p.2)
Democratic leadership, the leader appreciates every potential possessed by employees
according to their expertise, besides that it is hoped that subordinates will be able to utilize
their potential in the organization at any time in accordance with the wishes of the
organization (Pasolong, Irdayanti et al., 2021). Leaders must empower employees through
cooperation or cooperation, provide opportunities for kaurawayn to improve their profession,
and encourage the involvement of all employees in various activities that support
organizational programs (Mulyasa, Abduh et al., 2019).
One of the efforts to appreciate the potential of the organization's human resources is
to divide them into work groups according to their competencies in order to achieve
maximum individual and group performance (Syafaruddin et al., 2022). One form of
respecting subordinates is that leaders empower employees in every organizational program
carried out with the aim of shaping effective performance and benefitting the development of
organizational quality and productivity (Burhanuddin et al., 2016).
There are 3 traits that can affect leadership effectiveness as formulated by Fiedler
(Sutarto, 2006: 11) as follows:
The leader-member relationship is a very critical variable in determining a favorable
situation.
The degree of task organization is the second most important input for a favorable
situation.
The leader's position of power, which is obtained through formal authority, is the third
critical dimension of the situation. A favorable situation is obtained by the leader
when the three dimensions can be implemented properly. The following is a more
detailed explanation of situations that are favorable to the leader and situations that
are favorable to the leader.
The three leadership theories described above basically have the same goal, which is
how to create effective leadership in the organization so that organizational goals can be
achieved. Stoner and Freman (Nawawi, 2003:11) say that "leadership behavior or style
contributes greatly to the effectiveness of leadership to streamline the organization".
Conclusions
Leadership is able to influence the performance of human resources (employees) in
achieving organizational goals. Therefore, a leader needs to play his role as a maker and
decision maker of the organization through a good leadership style so that the decisions taken
do not harm many people in the organization. Democratic leadership style is a good choice
for leaders to move subordinates to be able to work well in the organization which is
characterized by: first idealized influence this way requires a leader to be able to contribute
the results of his thoughts through the decisions he makes in an effort to achieve the vision
that has been discussed. Second, inspirational motivation, leaders are expected to be able to
motivate themselves in carrying out their leadership and be able to encourage their
subordinates to be able to work according to the specified standards. Third intellectual
stimulation, in this characteristic the leader is required to have high creativity in overcoming
all problems that occur in the organization. Fourth, individual consideration, a leader is
required to appreciate all the results of the efforts of his subordinates, including appreciating
the critics and suggestions submitted by subordinates for the benefit of the organization.
