Transformational Leadership of the Indonesian National Police and Ongoing Commitment to Personnel Performance

Yusuf Rizaldi

Abstract


Abstract.The Indonesian National Police (Polri), as an important part of the national bureaucracy, faces the need to continue to carry out institutional transformation in order to face the dynamics of the times. This effort is in line with the national priority agenda in institutional and bureaucratic reform, which aims to improve the quality of public services and governance. By carrying the vision of Polri Precision (Predictive, Responsible, and Fair Transparency), Polri is committed to building an institution that is more adaptive, accountable, and transparent. Through transformational leadership, Polri can create positive changes in work culture, strengthen internal collaboration, and increase the responsibility and integrity of members. Transformational leaders not only act as directors, but also become role models who encourage sustainable change. Leadership and HR performance are two elements that support each other in managing an organization. Leadership is a process in which a person or group of people provide direction, vision, and inspiration to others to achieve common goals. The continuous commitment of Polri personnel reflects their level of dedication and loyalty to the institution, which is based on emotional attachment, economic rationality, and awareness of the importance of continuing duties and responsibilities.This study discusses the relationship between variables and tests the previously formulated hypothesis. The existence of a hypothesis to be tested, then this study is included in the type of explanatory research. Explanatory research is a study that explains the causal relationship (cause and effect) between the independent variable, namely the transformational leadership of the Police and the dependent variable, namely Continuous commitment and Personnel performance.


Keywords


Keywords: Commitment; Leadership; Personnel Performance; Police; Transformational.

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References


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DOI: http://dx.doi.org/10.30659/jrbi.v22i2.45611

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