Leadership Style Analysis to Build A Positive Image For Market Employees
Abstract
Every company aspires to have a positive image, an impression one gains through experience with a thing; it is a compilation of a person’s perceptions of the company, reputation for creating jobs, and willingness to share social responsibility. This study aims to explore the leadership style in building a positive company image for good employees and the image development process according to the targets that have been planned and formed. This study aims to describe the characteristics of a particular individual, situation, or group, as well as highlight the phenomena that occur when the research takes place and present the data as they are. This study describes and interprets data relating to the situation and is used to examine the condition of natural objects where the researcher is the key instrument. This research was conducted using qualitative methods with a naturalistic approach due to the natural conditions and objects. This study used qualitative methods to collect in-depth meaningful data. The data collection method utilized primary data that was collected directly from respondents by researchers, as opposed to previously collected data: interviews, observations, and documentation yield research that were obtained directly from researchers. Primary data were obtained directly by the author through interviews with parties within organizations regarding the leadership style of the fresh market leader in constructing a positive company image among employees. Secondary data were obtained by quoting from other sources, such as various types of data obtained through literature studies, such as library books, and so on, for reference in research. This study concludes that the company’s image in the eyes of its employees can also be constructed effectively, as the type of leader is one way to construct an image, particularly in the eyes of the internal public.
Keywords: leadership style, positive image, company
References
[1] Baines P, Egan J. dan F. Jefkins, Public Relations: Contemporary issues and techniques. Routledge, 2007.
[2] Pace RW, Faules DF. Organizational Communication. Prentice Hall, 1994.
[3] de Araujo LM, Priadana S, Paramarta V, Sunarsi D. “Digital leadership in business organizations: An overview.” Int J Educ Adm Mana Leadership 2021;2(1):45-56. https//doi. org/10.51629/ijeamal. v2i1, vol. 18, 2021.
[4] Başkan B. “Toxic leadership in education.” Int J Educ Adm Manag Leadersh. 2020;hal. 97–104. https://doi.org/10.51629/ijeamal.v1i2.11.
[5] Toprak M. “Leadership in educational.” Int J Educ Adm Manag Leadersh. 2020;hal. 85–96. https://doi.org/10.51629/ijeamal.v1i2.10.
[6] Arokiasamy ARA, Tamah A. “A study on shaping academic leadership in Thailand’s Public Universities: The role of legislation and organizational culture.” Int. J. Educ. Adm. Manag. Leadersh., hal. 5–14, 2021.
[7] Miller K, Barbour J. Organizational communication: Approaches and processes. Cengage Learning, 2014.
[8] Bernays EL. Public relations. University of Oklahoma Press; 2013.
[9] Fayol H, Sarah G. “The administrative theory in the state,” in The early sociology of management and organizations, Routledge, 2004, hal. 108–124.
[10] Liden RC, Panaccio A, Meuser JD, Hu J, Wayne S. “17 Servant leadership: antecedents, processes, and outcomes.” Oxford Handb Leadersh Organ. 2014;hal. 357–379, 2014.
[11] Lemmon G, Wayne SJ. “Underlying motives of organizational citizenship behavior: Comparing egoistic and altruistic motivations” J Leadersh Organ Stud. 2015;22(2):129–148.
[12] Robbins SP, Judge T. Organizational behavior. Pearson South Africa, 2009.
[13] Wheeler L. “Kurt Lewin,” Soc. Personal. Psychol. Compass, vol. 2, no. 4, hal. 1638– 1650, 2008. https://doi.org/10.1111/j.1751-9004.2008.00131.x.
[14] O’Reilly K. The British on the Costa del Sol. Routledge; 2013. https://doi.org/10.4324/9780203495407.
[15] Zsambok CE. “Naturalistic decision making: where are we now?” in Naturalistic decision making, Psychology Press, 2014, hal. 23–36.
[16] Groenewald T. “A phenomenological research design illustrated,” Int. J. Qual. methods, vol. 3, no. 1, hal. 42–55, 2004. https://doi.org/10.1177/160940690400300104.
[17] Curtis KR. “Conducting market research using primary data,” Assess. Strateg. Dev. Agric., 2008.
[18] Borsboom D, Mellenbergh GJ, Van Heerden J. “The concept of validity.” Psychol Rev. 2004;111(4):1061.
[19] Roberts P, Priest H. “Reliability and validity in research.” Nurs Stand. 2006;20(44):41– 46.
[20] J. Cho dan A. Trent, “Validity in qualitative research revisited,” Qual. Res., vol. 6, no. 3, hal. 319–340, Agu 2006, https://doi.org/10.1177/1468794106065006..
[21] DeCenzo DA, Robbins SP. dan S. L. Verhulst, Fundamentals of human resource management. John Wiley & Sons, 2016.
[22] Bass BM. “Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?” Am. Psychol., vol. 52, no. 2, hal. 130, 1997. https://doi.org/10.1037/0003-066X.52.2.130.
[23] N. Nguyen dan G. Leblanc, “Corporate image and corporate reputation in customers’ retention decisions in services,” J. Retail. Consum. Serv., vol. 8, no. 4, hal. 227–236, 2001.
[24] Utin NH, Yosepha SY. “The model of employee performance.” Int Rev Manag Mark. 2019;93:69.