Different treatment of leaders to members in an organisation does not implicate poorly to team cooperation. But what needs to be ensured is that all subordinate have high justice perception, closeness, and strong belonging among each other. This emerged in the research done by Fadhliah M. Alhdar, doctoral student in Management studies, Faculty of Economics and Business UGM, that was presented in her doctoral promotion at the Faculty on Tuesday (23/5).
The research involved some 548 respondents, divided in 91 teams coming from 13 organisations in Indonesia. It engages 8 types of organisation that is spread in several cities. The organisations are from banking, manufacture industry, scientific professional institute, hospital, educational institutions, state enterpresis, hotels, media, and information.
The research concludes that the different perceptions among subordinates of leadership implicates positively to change of leadership. But the difference in perception among subordinates of the leader can be formed because the information from top to bottom does not circulate rightly. “In the obscurance of information, every subordinate builds different perceptions based on the previous experience. But the different perceptions among them are still acceptable,” said Fadhliah.
Attention is more needed for subordinates that have positive perception on leader’s control towards resources so that these people tend to behave positively by giving maximum contribution to differential relations of change of leadership and subordinates. Even so, the higher the quality of leadership change, the better individual achievement. “This research shows that the majority of subordinates believe that leaders have high control of resources,” she said.