The Application of Visionary Leadership and Its Impact on Organizational Performance: An Analytical Study at the BPJS Employment Office of Makassar City
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Abstract
Implementation of Visionary Leadership at the Makassar City BPJS Ketenagakerjaan Office. Supervised by Harbani Pasolong and Aisyah. This study aims to determine how visionary leadership is implemented and the obstacles encountered in implementing it at the Makassar City BPJS Ketenagakerjaan Office. The research method used was descriptive research using a saturated envelope sampling technique, where the entire population, 29 people, were sampled. Data collection methods included observation, interviews, and questionnaires. Data analysis used quantitative analysis supported by qualitative analysis and data processing using frequency distribution tables. The findings reveal that visionary leadership is implemented at a low level, with an overall score of only 42.7%, indicating a “poor” category based on the organizational performance scale used. Quantitatively, only 8 out of 29 respondents (27.6%) agreed that leaders communicated clear long-term goals, while 21 respondents (72.4%) perceived the leadership vision as unclear or inconsistently delivered. The results of this study indicate that the implementation of visionary leadership at the Makassar City BPJS Ketenagakerjaan Office can be categorized as "poor." Furthermore, three obstacles faced in implementing visionary leadership at the Makassar City BPJS Ketenagakerjaan Office include one-way communication, lack of coordination and communication between employees, and inadequate use of technology to support work processes.
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