[ABSTRAK
Studi ini meneliti pengaruh kepemimpinan stratejik dan peran komitmenmanajemen puncak di pusat pada kinerja organisasi di lapangan serta faktor-faktormediasi antara kedua konstruk tersebut pada industri minyak dan gas (migas)sektor hulu. Penelitian ini mengusulkan untuk menguji sebuah model gunamenyelidiki: 1) pengaruh kepemimpinan stratejik tingkat manajer lapangan padakinerja organisasi di lapangan, 2) proses-proses stratejik (perencanaan proyekproyek,koordinasi di lapangan, implementasi proyek-proyek) sebagai faktormediasi hubungan antara kepemimpinan stratejik dan kinerja organisasi, dan 3)peran komitmen manajemen puncak di pusat sebagai faktor mediatorkepemimpinan stratejik pada proses-proses stratejik.Data dikumpulkan dari 134 manajer lapangan di sektor hulu migas. Hasildari structural equation modeling menunjukkan bahwa kepemimpinan stratejikmempengaruhi kinerja organisasi di lapangan, perencanaan proyek-proyek danimplementasi proyek-proyek mempengaruhi kinerja organisasi di lapangan secaralangsung dan memediasi hubungan antara kepemimpinan stratejik dan kinerjaorganisasi di lapangan. Koordinasi di lapangan tidak mempengaruhi kinerjaorganisasi di lapangan secara langsung karena banyaknya konflik yang tidakterselesaikan, namun koordinasi di lapangan dapat meningkatkan pengaruhperencanaan proyek-proyek dan implementasi proyek-proyek pada kinerja. Disisilain, komitmen manajemen puncak di pusat tidak memoderasi kepemimpinanstratejik pada proses-proses stratejik, hal ini dikarenakan kompleksitaspermasalahan di lapangan yang tidak mungkin diselesaikan oleh pusat.Studi ini menyarankan bahwa kepemimpinan stratejik yang berorientasipada proyek di tingkat manajer lapangan akan dapat meningkatkan pengaruhperencanaan proyek-proyek, koordinasi di lapangan, dan implementasi proyekproyekpada kinerja organisasi di lapangan. Penelitian lebih lanjut diperlukanuntuk: 1) mengeksplorasi proses-proses stratejik lainnya untuk memperkayakonstruksi pengembangan teori, 2) mencari dimensi lain dari kepemimpinanstratejik untuk memperkuat pengaruh kepemimpinan stratejik pada kinerjaorganisasi, dan 3) penelitian pada tingkat industri atau perusahaan untukpengembangan teori.
ABSTRAK
This study examines the influences of strategic leadership and the role ofhead quarter?s top management commitment on the field organizationperformance and the mediating factors between the two constructs in the upstreamoil and gas sector. The research proposes to test a model to investigate: 1) theinfluence of strategic leadership at field manager level on the field organizationperformance, 2) strategic processes (projects planning, field coordination, projectsimplementation) as mediating factors of a relationship between strategicleadership and organizational performance, and 3) the role of head quarter?s topmanagement commitment as moderating factor of strategic leadership on strategicprocesses.Data were collected from 134 lower level managers in the upstream oil andgas sector. Structural equation modeling confirms that strategic leadershipinfluences field organization performance, projects planning and projectsimplementation directly influence the field organization performance and mediatethe relationship between strategic leadership and field organization performance.Field coordination does not directly influence field organization performance dueto so many unsettled conflicts, however it enhances projects planning and projectsimplementation on performance. In the other side, head quarter?s top managementcommitment does not moderate strategic leadership on strategic processes becauseof the complexity of the problems in the field.This study suggests that strategic leadership that has project-oriented at fieldmanager level will enhance projects planning, field coordination, and projectsimplementation on organization performance. Further research is needed to: 1)explore other strategic processes in order to enrich the theory developmentconstructs, 2) search other dimensions of strategic leadership to strengthen theinfluence of strategic leadership on organizational performance, and 3) researchon the industry or firm level for the theory of development.;This study examines the influences of strategic leadership and the role ofhead quarter?s top management commitment on the field organizationperformance and the mediating factors between the two constructs in the upstreamoil and gas sector. The research proposes to test a model to investigate: 1) theinfluence of strategic leadership at field manager level on the field organizationperformance, 2) strategic processes (projects planning, field coordination, projectsimplementation) as mediating factors of a relationship between strategicleadership and organizational performance, and 3) the role of head quarter?s topmanagement commitment as moderating factor of strategic leadership on strategicprocesses.Data were collected from 134 lower level managers in the upstream oil andgas sector. Structural equation modeling confirms that strategic leadershipinfluences field organization performance, projects planning and projectsimplementation directly influence the field organization performance and mediatethe relationship between strategic leadership and field organization performance.Field coordination does not directly influence field organization performance dueto so many unsettled conflicts, however it enhances projects planning and projectsimplementation on performance. In the other side, head quarter?s top managementcommitment does not moderate strategic leadership on strategic processes becauseof the complexity of the problems in the field.This study suggests that strategic leadership that has project-oriented at fieldmanager level will enhance projects planning, field coordination, and projectsimplementation on organization performance. Further research is needed to: 1)explore other strategic processes in order to enrich the theory developmentconstructs, 2) search other dimensions of strategic leadership to strengthen theinfluence of strategic leadership on organizational performance, and 3) researchon the industry or firm level for the theory of development., This study examines the influences of strategic leadership and the role ofhead quarter’s top management commitment on the field organizationperformance and the mediating factors between the two constructs in the upstreamoil and gas sector. The research proposes to test a model to investigate: 1) theinfluence of strategic leadership at field manager level on the field organizationperformance, 2) strategic processes (projects planning, field coordination, projectsimplementation) as mediating factors of a relationship between strategicleadership and organizational performance, and 3) the role of head quarter’s topmanagement commitment as moderating factor of strategic leadership on strategicprocesses.Data were collected from 134 lower level managers in the upstream oil andgas sector. Structural equation modeling confirms that strategic leadershipinfluences field organization performance, projects planning and projectsimplementation directly influence the field organization performance and mediatethe relationship between strategic leadership and field organization performance.Field coordination does not directly influence field organization performance dueto so many unsettled conflicts, however it enhances projects planning and projectsimplementation on performance. In the other side, head quarter’s top managementcommitment does not moderate strategic leadership on strategic processes becauseof the complexity of the problems in the field.This study suggests that strategic leadership that has project-oriented at fieldmanager level will enhance projects planning, field coordination, and projectsimplementation on organization performance. Further research is needed to: 1)explore other strategic processes in order to enrich the theory developmentconstructs, 2) search other dimensions of strategic leadership to strengthen theinfluence of strategic leadership on organizational performance, and 3) researchon the industry or firm level for the theory of development.] |
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