Delegative Leadership Style

Delegative Leadership is commonly called Laissez-faire where the leader gives absolute freedom to members to carry out their own goals and ways. Leaders tend to let decisions be made by anyone in the group, which can sometimes lead to low team morale in general. This type of leadership will be very detrimental if the members are not mature enough in carrying out their responsibilities and have high motivation for work. On the other hand, it can be a boomerang for the company if it has employees who are contrary to the previous statement.

The delegative leadership style has characteristics, namely the leader will rarely provide direction, decision makers are left to subordinates, and members of the organization are expected to be able to solve all their own problems (Thoha, 2006). This delegative leadership style
has the characteristics of the leader's behavior in carrying out his duties as a leader. Thus, the leadership style of a leader will be greatly influenced by his personal character. 

 

Delegative leadership is a leadership style that is carried out by the leader for subordinates who have the ability to carry out their activities which are temporarily unable to be carried out by the leader for various reasons. This delegative leadership style is very suitable if the staff owned turns out to have
high motivation and ability. Thus the leader is not too much in giving orders to his subordinates, even the leader will be more in providing support for his subordinates. \

Soelistya (2014) says that leadership style is related to the way used by managers to regulate, and influence their employees in order to achieve organizational goals. Meanwhile, Wahyudi (2006) said that leadership style is a behavioral norm used by a person when that person tries to influence people's behavior.

Rivai (2004) states that the type of person who has a delegative style is having the ability to make his staff or followers do what they want to do. Assess the supervisor's success in obtaining an effective and enthusiastic response from his staff and in promoting a pleasant atmosphere. A delegate must consider the extent to which
has given his knowledge to his staff, has provided effective and appropriate control, has stimulated an effective and enthusiastic response to his subordinates, provides a pleasant atmosphere, and is liked by his subordinates or staff. It is also in line with Miftah's view that honestly, being delegated is a leadership style that focuses on sharing policies in carrying out tasks and authority to others. So in his understanding he abbreviated it with the sentence, "Giving authority and responsibility to people who are trusted" (Tambunan, 2004). 

The influence of delegative leadership on performance indicates that the leader has given tasks to subordinates with few orders, assigned tasks based on the abilities of subordinates, established relationships with outsiders, delegated to subordinates to find ways to achieve goals.
destination. Garry (2000) states that delegation (delegating) is a high level of maturity, people with this level of maturity are able and willing, or have confidence to assume responsibility. A low-profile, delegative style that provides little direction or support has the highest likelihood of being effective with individuals of this maturity level. The key to success in implementing leadership styles, including the delegative leadership style, lies in the leader's ability to
see the level of maturity of subordinates. In the type of subordinates with a high level of maturity, subordinates no longer need or expect a directing relationship, they are able to take the initiative and dare to make decisions. In such circumstances, the leader can delegate decision making and responsibility for carrying out tasks to the employees he leads.
Permadi (2006) says that in the delegative type of leadership style, it is found that the values ​​of the delegation of power or the value of trust are very high from a superior to a subordinate. In addition, the value of a sincere assignment from a superior is very strong, so that subordinates can make decisions with full responsibility, while still paying attention to the progress of their manager.