Abstract
Institutions that can survive and thrive are institutions that have leaders who have a vision of very sharp changes and are able to transform organizational capabilities to build competitiveness. The success of a leader is largely determined by the ability to know and use the right kind of power in accordance with the demands of the situation. The purpose of this study is to analyze the effectiveness of the use of different kinds of power in leadership. These types of powers are expertise, reference power, reward power, legal authority and coercive power. This research was conducted at STKIP YPM in Merangin district, Jambi Province, Indonesia. The sample in this study were 30 lecturers from a population of 66 lecturers. Analysis of the data used to answer the objectives of this study is the Spearman Rank-Order Correlation with a significant level of 5%. This research results that the use of expertise power, reference power, legal power and coercive power does not have a significant correlation with the attitude of commitment of the lecturers while the use of reward power has a significant negative correlation with the attitude of commitment of the lecturer.
Highlights
Leaders have a very dominant role in creating change in an organization, a leader's vision will determine how and in what direction the change will be directed
This research results that the use of expertise power, reference power, legal power and coercive power does not have a significant correlation with the attitude of commitment of the lecturers while the use of reward power has a significant negative correlation with the attitude of commitment of the lecturer
Empirical data and analysis The results of the data analysis showed that the use of expertise, reference power, legal authority and coercive power did not have a significant relationship with the commitment attitude of the lecturers, while the use of reward power had a significant negative relationship with the commitment attitude of the lecturers
Summary
Leaders have a very dominant role in creating change in an organization, a leader's vision will determine how and in what direction the change will be directed. A leader must have a sharp vision in making changes or must have big leaps forward. Being a leader is not just about making changes or even being trapped into routine and bureaucratic activities, but must have a vision of the future that is able to divide the sea of problems so that people can cross over safely and prosperously. Vision is a central component of great leadership, vision is a picture of the future desired by the leader about the organization they lead (Timothy, 1996). It is leadership that gives birth to a vision and strategy that is a logical idea of how the vision will be achieved while management gives birth to plans (plans, specific steps and schedules for implementing) and budgets (plans that are translated into projections and financial goals) (Kotter, 1996)
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