The Influence of Collective Collegial Leadership on the Effectiveness of Strategic Decisions in the Bontang City Election Commission

Authors

Abstract

This study aims to examine and analyze the influence of collegial collective leadership on the effectiveness of strategic decisions at the Bontang City General Elections Commission (KPU), by exploring the role of employee engagement as a mediating variable and organizational culture as a moderating variable. Election management bodies face demands to produce accurate and efficient decisions within tight time constraints, thus requiring participatory and transparent leadership governance. This study uses a quantitative approach with a descriptive-verification design. Primary data were collected through questionnaires distributed to 98 respondents consisting of Commissioners, State Civil Apparatus (ASN) Secretariat, District Election Committee (PPK), and Voting Committee (PPS) within the Bontang City General Elections Commission (KPU). The data analysis technique used was Structural Equation Modeling - Partial Least Square (SEM-PLS) operated with SmartPLS 4 software. The results of the hypothesis testing indicate that: (1) Collegial collective leadership has a positive and significant effect on employee engagement; (2) Collegial collective leadership has a positive and significant effect on the effectiveness of strategic decisions; (3) Employee engagement has a positive and significant effect on the effectiveness of strategic decisions; (4) Employee engagement is proven to partially mediate the effect of collegial collective leadership on the effectiveness of strategic decisions; and (5) Organizational culture is proven to moderate and strengthen the effect of collegial collective leadership on the effectiveness of strategic decisions. In conclusion, the practice of leadership collegiality characterized by communication transparency will produce the most accurate, efficient, and legitimate strategic decisions if supported by high employee dedication and an organizational culture that is consistent with regulations.

Author Biography

  • Hamzah Hamzah, Sultan Agung Islamic University
    ACADEMICIAN

References

Journals:

Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115

Becton, J. B., Walker, H. J., & Jones-Farmer, A. (2014). Generational differences in workplace behavior. Journal of Applied Social Psychology, 44(3), 175-189. https://doi.org/10.1111/jasp.12208

Becker, J.-M., Klein, K., & Wetzels, M. (2012). Hierarchical latent variable models in PLS-SEM: Guidelines for using reflective–formative type models. Long Range Planning, 45(5–6), 359–394. https://doi.org/10.1016/j.lrp.2012.10.001

Campione, W. A. (2015). Corporate offerings: Why aren't millennials staying?. Journal of Applied Business and Economics, 17(4), 60-75.

Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedents and consequences. Academy of Management Journal, 50(5), 1217 1234. https://doi.org/10.5465/amj.2007.20159921

Chin, W. W., Marcolin, B. L., & Newsted, P. R. (2003). A partial least squares latent variable modeling approach for measuring interaction effects. Information Systems Research, 14(2), 189–217. https://doi.org/10.1287/isre.14.2.189.16018

Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204–223. https://doi.org/10.1287/orsc.6.2.204

Dean, J. W., Jr., & Sharfman, M. P. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal, 39(2), 368–396. https://doi.org/10.5465/256635

Hair, J. F., Jr., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report PLS-SEM results. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203

Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8

Hult, G. T. M., Hair, J. F., Jr., Proksch, D., Sarstedt, M., Pinkwart, A., & Ringle, C. M. (2018). Addressing endogeneity in international marketing applications of PLS-SEM. Journal of International Marketing, 26(3), 1–21. https://doi.org/10.1177/1069031X18812915

Kittur, A., & Kraut, R. E. (2008). Harnessing the wisdom of crowds in Wikipedia: Quality through coordination. In Proceedings of the 2008 ACM Conference on Computer Supported Cooperative Work (pp. 37–46). https://doi.org/10.1145/1460563.1460634

Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination. Communications of the ACM, 37(1), 50–63. https://doi.org/10.1145/197405.197406

Mesmer-Magnus, J. R., & DeChurch, L. A. (2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94(2), 535–546. https://doi.org/10.1037/a0013773

Ng, T. W., Schweitzer, M. E., & Lyons, S. T. (2010). New generation, great expectations: A field study of the millennial generation. Journal of Business and Psychology, 25(2), 281-292. https://doi.org/10.1007/s10869-010-9159-4

Nutt, P. C. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75–90. https://doi.org/10.5465/ame.1999.2570556

Pearce, C. L., & Conger, J. A. (Eds.). (2003). Shared leadership: Reframing the hows and whys of leadership. Sage. https://doi.org/10.4135/9781452229539

Rizki, T., & Kurniawan, S. (2023). Public service performance: An influence of female leadership and good governance. Jurnal Bina Praja.

Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701 716.https://doi.org/ 10.1177/0013164405282471

Santosa, H. (2023). Role of service innovation in enhancing customer satisfaction in the public sector organization. Jurnal Ilmiah Ilmu Administrasi Publik, 13(1), 183

Sørensen, E., & Torfing, J. (2005). The democratic anchorage of governance networks. Scandinavian Political Studies, 28(3), 195–218. https://doi.org/10.1111/j.1467-9477.2005.00136.x

Sarstedt, M., Ringle, C. M., & Hair, J. F. (2017). Partial least squares structural equation modeling. In C. Homburg, M. Klarmann, & A. Vomberg (Eds.), Handbook of Market Research. Springer. https://doi.org/10.1007/978-3-319-05542-8_15-1

Twenge, J. M. (2010). A review of the empirical evidence on generational differences in work attitudes. Journal of Business and Psychology, 25(2), 201-210. https://doi.org/10.1007/s10869-010-9165-6

Books:

Irawanto, D. W., Ramsey, P. L., & Ryan, J. C. (2012). Paternalistic leadership and employee outcomes in the Indonesian public sector.

Lipsky, M. (2010). Street-level bureaucracy: Dilemmas of the individual in public services (30th anniversary expanded ed.). Russell Sage Foundation.

Niswaty, R., Wirawan, H., Akib, H., Saggaf, M., & Daraba, D. (2021). Investigating the effect of authentic leadership and employees’ psychological capital on work engagement: Evidence from Indonesia.

Nutt, P. C. (2002). Why decisions fail: Avoiding the blunders and traps that lead to debacles. Berrett-Koehler.

Downloads

Published

2026-09-15

Issue

Vol. 3 No. 3 (2026): September 2026

Section

Articles

License

Authors who publish with this journal agree to the following terms:

  • Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  • Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).