Gaya Kepemimpinan dalam Meningkatkan Efisiensi Administrasi pada Bagian Tanggung Jawab Sosial dan Lingkungan di PTPN IV Regional II

Abstract

Corporate Social Responsibility (CSR) is becoming increasingly important for companies to achieve sustainability. The effectiveness of CSR programs is greatly influenced by the leadership style applied. Good leaders can enhance communication, collaboration, and administration efficiency in the CSR department. Administration efficiency plays a crucial role in supporting the success of the Corporate Social Responsibility (CSR) programs at PTPN IV Regional II. The leadership style implemented by leaders significantly affects the smoothness of administration processes, particularly in addressing challenges such as document delays and lack of coordination among employees. Therefore, the selection of the appropriate leadership style becomes key to improving administration efficiency in the CSR departement. This research aims to determine the effect of leadership style on administration efficiency in the Social Responsibility and Environmental department at PTPN IV Regional II. This research employs a qualitative research method through observations/interviews with 5 informants in the Social and Environmental Responsibility Section at PTPN IV Regional II. The research results show that the dominant leadership style is the democratic style, which is characterized by open communication, staff participation in decision- making, and the provision of appreciation. This style has a positive impact on staff motivation and performance. However, administration efficiency is not yet optimal due to structural constraints such as staff shortages, a manual work system, and ineffective cross-division coordination due to outdated SOPs. Nevertheless, regular evaluations and motivation from leadership continue to contribute positively to the work spirit of the staff. The conclusion of this research is that a democratic leadership style can enhance a positive work climate, but to achieve optimal administration efficiency, structural and systemic improvements are needed, such as the digitization of administration, the addition of staff, as well as updates to SOPs and strengthening cross-division coordination.