| Summary: | Every leader has a different style of leadership in leading an organization.
In order to achieve organization objectives required leadership style that
accordance with organizational culture within the organization. Furthermore, the
survival of an organization also depends on the efficiency of the transformation
process to be performed. To achieve this, an organization must be influenced by
organizational culture and leadership style.
The purpose of the research conducted was to diagnosing organizational
culture and leadership style of PT Bank DKI and analyze the congruence between
organizational culture to be developed with the organizational culture perceived
by managers and employees at PT Bank DKI in relation to the transformation
through the Quantum Leap Achievement for the Great Company program. The
diagnosis and analysis of organizational culture and leadership style carried out by
using the Organizational Culture Assessment Instrument (OCAI) and the
Management Skills Assessment Instrument (MSAI) developed by Cameron and
Quinn (1999, pages 20 and 153).
The research method used was descriptive analytical which is a study that
aims to provide a description of reality of the objects studied objectively. The data
in this study is the primary data obtained through questionnaires using instruments
of the Organizational Culture Assessment Instrument (OCAI) and the
Management Skills Assessment Instrument (MSAI). The population in the study
was taken from the work unit of PT Bank DKI Head Office which amount to 16
(sixteen) units, which is known as the Group. The samples used as research
material were taken from the employee level of vice president (group leaders),
managers (department heads) and staff of PT Bank DKI Head Office with each
working period of at least 1 (one) year.
The results of the diagnosis made using OCAI showed that the general
description of the current and the expected organizational culture of PT Bank DKI
were a mixture of four types of cultures which were the Clan, the Adhocracy, the
Market, and the Hierarchy with an average value above 20. Furthermore, the
diagnosis of managerial skills using MSAI showed that there was a discrepancy
between the scores of MSAI self-rating with the score that was filled by the staff.
Based on the test results of average difference of managerial skills in each type
and organizational culture variables between the perceptions of managers and
staffs by using analysis of Paired Sample T-Test showed that there were
significant differences between the perception of managers and staffs of the Clan
culture (t = 11.433, p <0.05), Adhocracy culture (t = 9.509, p <0.05), Market
culture (t = 5.444, p <0.05) and the Hierarchy culture (t = 13.389, p <0.05). This
means that the managerial capability of PT Bank DKI needs to be improved in
each type and variable of Clan culture, Adhocracy culture, Market culture and
Hierarchy culture.
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