Volume 2,
No. 4 April 2024 p-ISSN
3032-3037| e-ISSN 3031-5786
Optimization Of Digital Leadership To Strengthen Order
Maintenance Performance So That Increase Public Trust
David Pratama Purba
Police Education and Training Institute of the
Republic of Indonesia Police Staff and Leadership College, Indonesia
Email:
davidpratamap66@gmail.com
Abstract
This study investigates the enhancement of digital
leadership to bolster order maintenance performance and elevate public trust in
the Greater Jakarta Metropolitan Regional Police following Law Number 2 of 2002
regarding the National Police. Public trust is crucial for effective order
maintenance, particularly in the digital disruption era. The study addresses
three key aspects: (1) How digital leadership inspires others, (2) How
technology is utilized in digital leadership, and (3) How collaboration is
fostered through digital leadership. By fostering digital leadership that
inspires others, leverages technology, and promotes collaboration, the aim is
to ensure stable order maintenance performance. The theoretical
framework encompasses digital leadership, inspiration theory, technology
utilization, collaboration, digitalization, communication, innovation, and
trust concepts. Employing a descriptive qualitative approach, data collection
techniques include observation, interviews, questionnaires, and document
review. Analysis techniques such as SWOT, EFAS, IFAS, AHP, SFAS, and risk
management are employed. Findings reveal suboptimal implementation of digital
leadership at the Greater Jakarta Metropolitan Regional Police. Factors
influencing optimization include the inspiration of others, technology usage,
and collaboration. Recommendations include strategic steps in digital
leadership, spanning short-term, medium-term, and long-term measures to bolster
public trust.
Keywords:
Optimization, Digital Leadership, Order Maintenance, Public Trust, Central
Jakarta.
Introduction
Police is defined as everything related to the functions and institutions of the
police, including the duties, organs, and officials of the police, the
association between police officers and organizations, and their relationship
to science (Arqon, Rozi, Yamani,
Anggraini, & Najwan, 2019). In fact, in recent years there has been a growing focus
on negative interactions between community police officers and citizens, with numerous clashes and tragedies
between the two parties
(Miner-Romanoff, 2023). Therefore, trust is defined as a mental state that involves a willingness to embrace
vulnerability due to one's optimistic beliefs about the intentions or actions
of another Public trust is important in the existence of an organization (Yang, 2024). The existence of public trust can
increase public satisfaction so that it can support the performance of
organizations, both government and companies (Widodo, Silitonga,
& Ali, 2020). Likewise, the National Police is
currently entering the Grand Strategy phase
III, namely striving for excellence so
that the performance of the National Police must be good to gain public trust
(the public). By gaining public trust, the National Police will become an
institution that is loved and trusted by the public (Nurnisya, Saad, &
Rahman, 2021).
Public satisfaction is directly proportional to public
trust. This is because everyone satisfied with the service of an organization
will certainly trust the organization (Schmidthuber, Ingrams,
& Hilgers, 2021). The Kompas R&D survey shows that
the public satisfaction index (IKM) with the National Police in 2023 has
reached 87.8%. Currently, the IKM at the Greater Jakarta Metropolitan Regional
Police where the author has served in semester 2 of 2023 is good at 90.57% in
SKCK services (Putra & Darwis,
2024). But globally it is only 75%, which is
still below the national average. Thus, every police station must be able to
achieve a good IKM in all police functions because public trust is an important
asset in the sustainability of the organization, especially in the era of
globalization.
Greater Jakarta Metropolitan Regional Police is an
organization that has a very high complexity of work in ring 1 because it has
VVIP security areas, namely the State Palace, MPR-DPR Building, Monas, Bank
Indonesia, KPU, Gelora Karno, and Embassies of several Foreign Countries as
well as several five-star hotels. Efforts made by the National Police to
increase public trust include maintaining conducive order. However, based on existing data, the number of crime data in Central
Jakarta is quite high, referring to the Total
Crime in 2023 of 1175 cases (Dirgala, Basir, &
Nita, 2023). In addition, there are also frequent
protests. This can affect the stability of order maintenance so that it can reduce public trust.
Digital Transformation (DT) goes beyond mere integration
of novel digital technologies within an organization. It entails a
comprehensive overhaul of processes, culture, and mindset to leverage digital
tools and strategies for achieving strategic objectives and enhancing overall
performance (Klein, 2020). The aspect also involves an operational transformation, operational transformation is a transformation that converts inputs into outputs by
adding values. Strengthening the performance of order maintenance is one part
of this transformation
(Supriyanto,
Rachmawati, & Nugroho, 2021).
To improve the performance of the National Police,
especially the Greater Jakarta Metropolitan Regional Police in Harkamtibmas, a
professional leader figure is needed. Moreover, Police Chief General Listyo
Sigit Prabowo conveyed the Precision Program related to the transformation of
the National Police in the operational field based on world conditions
currently in global economic turmoil (Christawan, Ariadi,
Thalib, Astika, & Suyanto, 2023). Therefore, a type of leadership is
needed that can adapt to the changes and progress of the times amid the VUCA
era (Volatility, Uncertainty, Complexity,
Ambiguity) (Darmawan, 2021) .
In
continuation of the paragraph above, given the emphasis on the need for
adaptive leadership in the face of VUCA conditions, (Michael A. Genovese, 2020) argues that
leaders must cultivate agility, foresight, and the ability to thrive in
uncertainty. They highlight the importance of leaders who can inspire
confidence, communicate effectively, and lead with integrity to steer
organizations through turbulent times.
Combining
insights from both studies, it becomes evident that in the context of
operational transformation within law enforcement agencies such as the Greater
Jakarta Metropolitan Regional Police, leadership plays a critical role (Manning & Hawkins, 2023). Specifically,
the Precision Program initiated by General Listyo Sigit Prabowo underscores the
necessity for leaders who can adapt to global economic turmoil and navigate the
complexities of a VUCA environment. Thus, the call for professional leadership
capable of strengthening order maintenance aligns with the broader imperative
for adaptive leadership in the face of uncertainty and change (Luthans & Broad, 2022).
To address contemporary challenges effectively, there is
a demand for a leadership paradigm capable of navigating these evolving
dynamics. One such model is digital leadership, often referred to as Leadership
4.0 (Klein, 2020). This leadership approach emphasizes
innovation, collaboration, and adaptability in response to the complexities of
modern contexts. However, despite efforts by the Greater Jakarta Metropolitan
Regional Police to enhance order maintenance
through digital leadership, its implementation has encountered notable
inefficiencies. These shortcomings stem from various obstacles and resistance,
both among certain leaders and members of the organization.
Research
Methods
The research method used in writing this Individual Work
Manuscript is qualitative and descriptive, using analysis as an approach. The
focus of this research is the Greater Jakarta Metropolitan Regional Police,
which is the object of research. The data sources used include the results of
the author's research and evaluation while serving at the police station, as
well as information from related agencies and stakeholders such as the local
government and the TNI. Data collection techniques applied include the use of
questionnaires, interviews (via telephone), and observation. Data collection
will be carried out for four days, starting from March 22 to 25, 2024. Data
analysis uses the concepts of SWOT and AHP analysis by selecting factors that
are considered the most influential on the organization, and the results are
combined with the author's experience and theoretical foundation as a guide to
ensure the focus of research is on facts and data in the field.
Factual Conditions of Increasing Public Trust in the
National Police
Belief Public is a factor that is crucial in supporting the implementation of the duties of the
National Police. Without public trust, the task of policing will become more
difficult. When public trust in the National Police is high, the public will
tend to follow the policy direction set by the National Police as a government
representative in the security sector. This will be able to improve the
positive image of the National Police in the eyes of the public.
Based on a survey conducted by the Political Indicators
Survey Institute, the level of public trust in the National Police is now at
76.4%, while dissatisfied people are around 19.4%. Meanwhile, based on the
survey results of the Indonesian Survey Institute (LSI), the trend of results
continues to increase, such as in January 2023 by 52%, and in February 2023 it
will increase by 61%. This means that these surveys show that more than half of
the public is satisfied and trusts the performance of the National Police in
maintaining security. However, public trust in the National Police is still in
fourth position. The first is the TNI 94.4% which means 9 out of 10 respondents
believe in the performance of the TNI, following the president, then the
Supreme Court.
Compared to national data, the results of public surveys
on the performance of the Greater Jakarta Metropolitan Regional Police are
still below the general average. Therefore, the Greater Jakarta Metropolitan
Regional Police must make efforts to increase public trust in the National
Police. Supervision needs to be carried out by the community and externally.
Factual Conditions of Strengthening Order Maintenance
Performance in the Greater Jakarta Metropolitan Regional Police Area
Public trust is closely related to the main task of the
National Police, namely maintaining public security and order maintenance. To achieve a Precision National Police, operational
transformation through strengthening the performance of order maintenance is
one of the priority programs of the Chief of Police. Therefore, commitment from
all members is needed to remain professional in maintaining order that is
conducive to building community trust.
Table 1. Data Guantibmas Polres Metro
Jakpus
|
No. |
Year |
Number of LPs |
Solutions |
|
1. |
2021 |
1372 |
1171 |
|
2. |
2022 |
1754 |
1027 |
|
3. |
2023 |
1711 |
1080 |
Based on data from the table above, the number of cases
in the Central Jakarta area continues to increase every year, while case
resolution tends to be stable. In minimizing the threat of order, the National
Police must have the right strategy.
Factual
Conditions of Digital Leadership in Greater Jakarta Metropolitan Regional
Police
Based on this, the Greater Jakarta Metropolitan Regional
Police continues to strive to be able to strengthen the effectiveness of order
maintenance performance. To realize this, role leaders who have the right
direction and vision are needed, and the performance of order maintenance can
be achieved well, which is carried out by all members amid the 4.0 era, namely
through digital leadership. However, in reality, some leaders are still unable
to implement what is expected of digital leadership to carry out operational
transformation.
Digital leadership to carry out operational
transformation implemented at the Greater Jakarta Metropolitan Regional Police
faces many challenges in practice. In addition, the Greater Jakarta
Metropolitan Regional Police experienced a shortage of personnel, namely the
DSP Polri and civil servants at the Greater Jakarta Metropolitan Regional
Police was 2623 personnel, but the real number owned only amounted to 1406
personnel so the Greater Jakarta Metropolitan Regional Police still lacked 1185
personnel almost 50%.
Table 2. Number of Jakpus Metro Police
Personnel
|
No. |
Satker |
DSP |
Real |
Less |
|
1 |
Police Station |
900 |
762 |
138 |
|
2 |
Police Station |
1584 |
644 |
940 |
|
Sum |
|
2623 |
1438 |
1185 |
Following the theory
of digital leadership according to Larjovori in Randstad North America, aspects
of problems that exist in the Greater Jakarta Metropolitan Regional Police are
things in inspiring others, the ability to use technology and collaboration leadership will be
described as follows.
Analysis and explanation of digital
leadership in the Greater Jakarta Metropolitan Regional Police can be
understood from the following points of view.
The
State of Digital Leadership in Inspiring Others at the Greater Jakarta
Metropolitan Regional Police
According to (Murphy & Anderson,
2020), inspiring others, leaders can create
opportunities to inspire others through interaction and effort.
Transformational leaders inspire followers to achieve more performance by changing
followers' attitudes, beliefs, and values (Roberson & Perry,
2022). The indicators of inspiring others
are empathy, integrity, and vision.
The State of Digital Leadership by
Utilizing Technology at the Greater Jakarta Metropolitan Regional Police
According to (Annasai, 2022), the use of information technology is
the benefit expected by information system users in using technology when doing
work. Meanwhile, according to (Hiro & Kei, 2020) the factors that affect information
technology are social factors, affection, complexity, task suitability,
long-term consequences, and facilitating conditions. Aspects that are measured
to be indicators in this issue are digital skills, digitalization and
innovation.
Condition Digital Leadership that Collaborating at the Greater Jakarta Metropolitan
Regional Police
Collaborative leadership refers to the management skills
of managers who continuously collaborate by involving stakeholders, creating
constructive collaboration, and encouraging/maintaining interactions that have
been established, making decisions together and not unilaterally (Siagian & Khair,
2018). The elements of collaborative
leadership consist of partnership, power and accountability (Doucet, Duinker, Charles,
Steenberg, & Zurba, 2024). The aspects used are cooperation
accountability and participation.
Internal and external aspects carried out by the Greater
Jakarta Metropolitan Regional Police are influenced by digital leadership
through Organization Health Audit (OHA)
and Environmental Scanning (ES), among others.
a.
External factors
a.
Opportunities, There is support from the Government and other stakeholders for the Greater Jakarta Metropolitan Regional
Police related to digitalization; The rapid development of Information
Technology that helps carry out tasks and develop digital leadership; President
Joko Widodo's policy towards a digital-based policing system in the framework
of good governance; High public
expectations of the professionalism of the National Police in the field of duty
in the era of digitalization; Availability of information technology-based
digital applications for the operational implementation of police duties.
b.
Threats,
The level of digital
literacy of the community is still low towards information technology; Changes
in the behaviour of people who want instant and insider services from the
National Police; The potential for the emergence of access abuse and internet fraud in the era of disruption;
Technological uncertainty; Misuse of social media by the public and the spread
of hoaxes.
b.
Internal Factors
a.
Strength, the existence of education, development and training for members in
digitizing the implementation of operational tasks; The commitment of the
Greater Jakarta Metropolitan Regional Police Chief in improving digital
leadership at all levels of its ranks; Cohesiveness of the main officials and
all rank-and-file police chiefs in the Greater Jakarta Metropolitan Regional
Police towards the policy; Reward and punishment system from leaders to
members; SOP and Leadership Supervision of the implementation of operational
tasks online.
b.
Weaknesses,
Members still do not
fully understand the vision, mission, goals, strategies and policies of the
organization; several leaders in the Greater Jakarta Metropolitan Regional
Police are limited in implementing digital leadership; Reduced human touch as a result of a lack of
direct interaction; Take home pay that
is not comparable to personnel serving in other police stations with a much
lighter workload; Reactive work cultures tend to wait for leadership
instructions, thus hindering creativity and participation.
Based on data and strategy analysis, influencing factors
and strategy management, the Optimization of Digital Leadership to Strengthen
Order Maintenance Performance to Increase Public Trust in the Greater Jakarta
Metropolitan Regional Police is still not optimal, with several indications. Digital leadership by inspiring others in the Greater
Jakarta Metropolitan Regional Police is still not running optimally because,
based on the findings, there are still key officials who are unable to inspire
their members. This has implications for the lack of stable performance of
order maintenance to increase public trust. Therefore, it is necessary to take
strategic and comprehensive steps in implementing the President's policy in the
digitalization-based policing system, supporting the commitment of the Chief of
Police to digital leadership, directing members to minimize the culture of
public behaviour that wants instant service and expects insiders from the
police themselves and increasing member understanding on the importance of
implementing the vision, mission, goals and policies of the organization and
always guided by Standard Operating Procedure and supervision. Digital leadership by utilizing technology at the Greater
Jakarta Metropolitan Regional Police is still not running optimally based on
the findings of several key officials who still have not implemented the use of
technology in their respective units. This has implications for the lack of
stable performance of order maintenance to increase public trust. Therefore, it
is necessary to take strategic and comprehensive steps in developing
information technology for police operations, utilizing the large availability
of IT-based digital applications, and empowering members who have carried out
Dikbangspes and training related to digitalization in the implementation of
operational tasks.
Digital leadership
by collaborating at the Greater Jakarta Metropolitan Regional Police is still
not running optimally because based on the findings there are still leaders who
only direct members to their roles and do not
encourage collaboration with their superiors and stakeholders. This can have implications for the lack of stable
performance of order maintenance. Therefore, it is necessary to take strategic,
comprehensive and collaborative steps to avoid reduced human touch with members/communities, establishing partnerships and
anticipating the misuse of social media and the dangers of hoaxes/hate speech.
BIBLIOGRAPHY
Annasai, Gilby Galuh. (2022). Pengaruh
Pemanfaatan Teknologi Dan Fasilitas Kerja Terhadap Kinerja Pemerintah (Survey
pada Satuan Kerja Perangkat Daerah (SKPD) Pemerintah Daerah Kabupaten Ciamis).
Universitas Siliwangi.
Arqon, Mohammad, Rozi, Fachrul, Yamani,
Muhammad, Anggraini, Rita, & Najwan, Johni. (2019). The role and
effectiveness of the national police commission in enhancing police
performance. International Journal of Scientific and Technology Research,
8(10), 3174–3178.
Christawan, Ervan, Ariadi, Septi,
Thalib, Prawitra, Astika, Dewa, & Suyanto, Bagong. (2023). Enhancement
of Polri’s Role in Dealing with Disinformation and Radicalism Extremism
Terrorism and Separatism Propaganda in Cyberspace.
Darmawan, Rizky. (2021). Efektivitas
Pengawasan Badan Penyelesaian Sengketa Konsumen Pada Pencantuman Klausula Baku
Di Provinsi Dki Jakarta. Fakultas Syariah dan Hukum Universitas Islam
Negeri Syarif Hidayatullah Jakarta.
Dirgala, Daniel, Basir, S., & Nita,
Surya. (2023). Predictive Policing: The Future of Crime Prevention Case Study
of Children Brawl in the Jurisdiction of the South Jakarta Metro Police. SIBATIK
JOURNAL: Jurnal Ilmiah Bidang Sosial, Ekonomi, Budaya, Teknologi, Dan
Pendidikan, 2(2), 531–550.
Doucet, Tyler C., Duinker, Peter N.,
Charles, John D., Steenberg, James W. N., & Zurba, Melanie. (2024).
Characterizing non-governmental organizations and local government
collaborations in urban forest management across Canada. Environmental
Management, 73(1), 231–242.
Hiro, Akira, & Kei, Kenzo. (2020).
Examination of factors affecting the utilization of information technology. IAIC
Transactions on Sustainable Digital Innovation (ITSDI), 2(1), 61–68.
Klein, Müge. (2020). Leadership
characteristics in the era of digital transformation.
Luthans, Fred, & Broad, Julie
Dyrdek. (2022). Positive psychological capital to help combat the mental health
fallout from the pandemic and VUCA environment. Organizational Dynamics,
51(2), 100817.
Manning, Peter K., & Hawkins, Keith.
(2023). Police decision-making. In Police Research (pp. 139–156).
Routledge.
Michael A. Genovese, Cynthia J. Stevens.
(2020). Leadership Challenges in a VUCA Environment: A Conceptual Analysis. Journal
of Leadership Studies.
Miner-Romanoff, Karen. (2023). Bigs in
Blue: Police officer mentoring for middle-school students—Building trust and
understanding through structured programming. Evaluation and Program
Planning, 97, 102227.
https://doi.org/https://doi.org/10.1016/j.evalprogplan.2023.102227
Murphy, William H., & Anderson,
Rolph E. (2020). Transformational leadership effects on salespeople’s
attitudes, striving, and performance. Journal of Business Research, 110,
237–245.
Nurnisya, Frizki Yulianti, Saad, Suriati
Binti, & Rahman, Mahyuddin Ahmad. (2021). Police’s Public Relations to
Enhance Mutual Understanding in Indonesia. Jurnal ASPIKOM, 6(1),
136–149.
Putra, Nofri Andeska, & Darwis,
Yuliandre. (2024). Efektivitas Website Polres Solok Kota Sebagai Pelayanan
Informasi Publik ditinjau dari Parameter Kehumasan. Jurnal Ilmu Komunikasi
Dan Sosial Politik, 1(3), 357–362.
Roberson, Quinetta, & Perry, Jamie
L. (2022). Inclusive leadership in thought and action: A thematic analysis. Group
& Organization Management, 47(4), 755–778.
Schmidthuber, Lisa, Ingrams, Alex, &
Hilgers, Dennis. (2021). Government openness and public trust: The mediating
role of democratic capacity. Public Administration Review, 81(1),
91–109.
Siagian, Tomy Sun, & Khair,
Hazmanan. (2018). Pengaruh gaya kepemimpinan dan lingkungan kerja terhadap
kinerja karyawan dengan kepuasan kerja sebagai variabel intervening. Maneggio:
Jurnal Ilmiah Magister Manajemen, 1(1), 59–70.
Supriyanto, Eko Eddya, Rachmawati,
Meida, & Nugroho, Fibry Jati. (2021). Transformative Policies and
Infrastructure Strengthening Towards the Police Era 4.0. Jurnal Bina Praja:
Journal of Home Affairs Governance, 13(2), 231–243.
Widodo, Djoko Setyo, Silitonga, P.,
& Ali, Hapzi. (2020). The Influence of Good Governance, Culture, and
Performance in Increasing Public Satisfaction and Implication to Public Trust:
Study in Indonesian Government. Talent Development & Excellence, 12(2).
Yang, Kun. (2024). How to rebuild trust
through apology: Evidence from public apology letters. Journal of Pragmatics,
224, 36–45. https://doi.org/https://doi.org/10.1016/j.pragma.2024.03.001
|
Copyright holder: David Pratama Purba (2024) |
|
First publication right: Advances in Social Humanities Research |
|
This article is licensed under: |