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"ABSTRAKSeiring kemajuan peradaban dan zaman, perempuan semakin progresif untuk menembus dan tetap berada dalam dunia pekerjaan (profesional) dan dengan tidak melupakan keluarga di rumah. Penelitian ini bertujuan untuk memahami fenomena peran ganda secara detail dan mendalam. Permasalahan penelitian terkait dengan peran dari faktor peran ganda terhadap perempuan di posisi manajerial, keseharian perempuan dalam kehidupan, serta solusi yang ditawarkan dalam menghadapi masalah. Penelitian Kualitatif dengan metode Fenomenologi-Deskriptif ini menggunakan panduan wawancara semi-struktural. Subjek berjumlah delapan orang yang terdiri dari pegawai di PT. X sebagai tempat utama pengambilan sampel dan studi kasus serta asosiasi yang terkait dengan organisasi tersebut, serta latar belakang yang saling berbeda. Analisis data dilakukan dengan sistem reduksi data lewat coding, serta interpretasi dari peneliti. Hasil penelitian yang menjawab permasalahan pertama yakni faktor ganda yang berperan bagi perempuan yang memegang posisi manajerial. Perempuan pada kasus ini mengandalkan adanya pemindahan tanggung jawab terutama terkait dengan peran domestik kepada pihak lain, yang pada umumnya adalah PRT. Hasil penelitian kedua berfokus pada keseharian kehidupan perempuan baik sebagai pelaksana peran domestik maupun pemangku posisi manajerial di kehidupan karier yang saling terspesialisasi satu sama lain. Hasil temuan penelitian ketiga yakni terkait solusi yang dilakukan perempuan terkait masalah peran ganda serta perilaku diskriminatif yang diterima. Solusi tersebut adalah pemindahan tanggung jawab, melarikan diri, serta menerima apa adanya atau pasrah.

 

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ABSTRACTOur world is fast paced and rapidly changing. That fact alone makes Women be able to breakthrough and stay within profesional ecosystems, while at the same time not completely or at all abandoning their family and domestic works at home. Main purposes of this research is to have deep understanding regarding Double Roles as a factor in women holding managerial positions, meaning women who considerably have higher positions among others. Narrowing down to three research problems, focus are divided to the impact and role of Double Role as a factor in women holding managerial positions, Second is towards daily activities and behaviors of women in those premises, and third is towards the outcome in solutions women proposed to face the problem occuring. This qualitative research use descriptive-phenomenology as the main and sole method. Subjects interviewed in total of eight women managers, all from different backgrounds and specialities, but under or related to PT.X as the main sampling populations on this research. Data coding, triangulations and saturation of data is three main component on analyzing and processing informations acquired from data gathering. Finally, research results shows that women in managerial positions all have double roles in their life and they tend to move the burden or responsibilities towards other third parties such as PRT, or close family. Second result is that women across the managerial positions have different specialities and behaviors during their day-to-day activities. Third result is that women mainly propose three solutions; moving responsibilities, avoidance, and simply accepting as it is."

"Dalam beberapa tahun terakhir, masyarakat dihadapkan dengan banyaknya jumlah perempuan yang mulai menduduki kursi kepemimpinan. Tidak jarang, para perempuan yang berhasil menduduki kursi kepemimpinan mendapatkan banyak perhatian hingga penghargaan atas kredibilitas kinerjanya sebagai seorang pemimpin. Pada sektor publik, mulai terlihat peningkatan pada jumlah perempuan yang berada di kursi kepemimpinan meskipun tidak dalam jumlah yang signifikan. Walaupun telah banyak perempuan yang menunjukkan keberhasilannya sebagai pemimpin di organisasi publik, perempuan kerap kali dihadapkan dengan berbagai tantangan untuk dapat mengakses kursi kepemimpinan, salah satunya adalah stereotip gender. Adanya stereotip gender terhadap perempuan melihat bahwa terdapat ketidaksesuaian antara peran pemimpin dan peran perempuan. Oleh karena itu, penelitian ini berusaha untuk menganalisis peran kepemimpinan dari seorang pemimpin perempuan yang berada pada sektor publik, yaitu Kepala Bappeda Provinsi DKI Jakarta. Penelitian ini menggunakan pendekatan post-positivist dan pengambilan data melalui wawancara mendalam dan studi kepustakaan. Hasil penelitian menunjukkan bahwa terdapat kesesuaian pada peran agen maupun peran komunal yang dapat dipenuhi oleh Kepala Bappeda Provinsi DKI Jakarta. Akan tetapi, terdapat beberapa indikator peran agen yang tidak dapat dipenuhi oleh peran kepemimpinan Kepala Bappeda Provinsi DKI Jakarta karena statusnya sebagai organisasi publik dan pejabat publik. Meskipun demikian, penelitian ini menunjukkan bahwa Kepala Bappeda Provinsi DKI Jakarta mampu menyeimbangkan antara peran agen dan peran komunal. Oleh karena itu, gender dapat dikatakan bukan penentu kesesuaian seseorang untuk menjadi pemimpin.

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For the past few years, society has seen the rising numbers of women in leadership positions. Not often, women who have succeeded in accessing leadership positions receive a lot of attention and even acknowledgements for their credible performance as a leader. In the public sector, there has also been a rising number of women in leadership positions although the number is not too significant. Although many women have demonstrated their success as public organizations’ leaders, women are still facing a lot of challenges to access leadership positions, one of the challenges is gender stereotype. Gender stereotype against women sees that there is a role incongruity between leadership role and female role. Therefore, this research is trying to analyze leadership role from a female leader in public sector, which is Head of Development Planning Agency at Sub-National Level DKI Jakarta Province. This research uses post-positivist approach and data is collected through conducting interview and literature research. This research finds that there are congruities in agentic role and communal role that can be fulfilled by Head of Development Planning Agency at Sub-National Level DKI Jakarta Province. However, there are a couple of indicators that aren’t congruent with the leadership of Head of Development Planning Agency at Sub-National Level DKI Jakarta Province due to its status as a public organization and public official. However, this research finds that Head of Development Planning Agency at Sub-National Level DKI Jakarta Province is able to balance both agentic role and communal role. Therefore, gender can’t be used to determine a person’s role congruity to a leadership role. "

"Salah satu hambatan sosial atas penerimaan kepemimpinan perempuan di Indonesia adalah adanya tradisi patriarki yang sudah berjalan ratusan tahun. Srikandi BUMN merupakan komunitas yang menarik untuk diteliti karena baru dibentuk pada April 2021 sehingga masih sedikit literatur yang membahas tentang tantangan yang dihadapi oleh Srikandi BUMN serta peranan dari pemimpin perempuan setelah pembentukan Srikandi BUMN. Penelitian ini menjadi penting karena perusahaan BUMN seringkali menjadi pemain kunci dalam berbagai sektor ekonomi, dan kepemimpinan yang efektif di dalamnya dapat memiliki dampak yang signifikan pada pertumbuhan dan stabilitas ekonomi nasional. Penelitian ini menggunakan metode kualitatif interpretivisme dan analisis dokumen serta analisis wacana. Hasil dari penelitian ini mengungkap tantangan yang dihadapi pemimpin perempuan di perusahaan BUMN setelah pembentukan Srikandi BUMN sangat kompleks dan multidimensi. Mereka harus mengatasi unconscious bias yang menghalangi kemajuan karir mereka, menyeimbangkan peran ganda antara profesional dan domestik, mengelola emotional labor serta terus mengembangkan kompetensi untuk mendukung kepemimpinan perempuan yang inklusif dan berorientasi pada hubungan. Pembentukan Srikandi BUMN sendiri memberikan platform bagi perempuan untuk berdaya dalam posisi kepemimpinan, tetapi tantangan sistemik dan budaya tetap harus diatasi untuk mencapai kesetaraan gender. Di samping itu, hasil dari penelitian ini adalah mengeksplor peran-peran penting pemimpin perempuan. Pemimpin perempuan berperan dalam membangun soliditas tim. Mereka tidak bersaing dengan laki-laki, melainkan saling melengkapi. Pemimpin perempuan berperan sebagai partner dalam kerja sama tim, menjaga status dan otonomi setiap anggota tim. Selain itu, pemimpin perempuan juga memiliki empati tinggi dan objektif, yang berkontribusi pada keberagaman gender di level manajemen. Mereka harus menjaga keseimbangan antara perhatian dan cinta kepada keluarga dengan tanggung jawab profesional di perusahaan.

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One of the social obstacles to the acceptance of women's leadership in Indonesia is the existence of a patriarchal tradition that has been going on for hundreds of years. Srikandi BUMN is an interesting community to research because it was only formed in April 2021, so there is still little literature discussing the challenges faced by Srikandi BUMN and the role of women leaders after the formation of Srikandi BUMN. This research is important because state-owned companies are often key players in various economic sectors, and effective leadership in them can have a significant impact on national economic growth and stability. This research uses qualitative methods of interpretivism, document analysis, and discourse analysis. The results of this research reveal that the challenges faced by female leaders in state-owned companies after the formation of Srikandi BUMN are very complex and multidimensional. They must overcome unconscious biases that hinder their career advancement, balance dual roles between professional and domestic, manage emotional labor, and continue to develop competencies to support inclusive and relationship-oriented women's leadership. The formation of Srikandi BUMN itself provides a platform for women to be empowered in leadership positions, but systemic and cultural challenges must still be overcome to achieve gender equality. In addition, the results of this research explore the important roles of women leaders. Female leaders play a role in building team solidarity. They do not compete with men but complement each other. Female leaders act as partners in teamwork, maintaining the status and autonomy of each team member. Apart from that, female leaders also have high empathy and are objective, which contributes to gender diversity at the management level. They must maintain a balance between concern and love for their family with professional responsibilities in the company."

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"Sheryl Sandberg--Facebook COO, ranked eighth on Fortune's list of the 50 Most Powerful Women in Business--has become one of America's most galvanizing leaders, and an icon for millions of women juggling work and family. "Lean In"--Sheryl Sandberg's provocative, inspiring book about women and power--grew out of an electrifying TED talk Sandberg gave in 2010, in which she expressed her concern that progress for women in achieving major leadership positions had stalled. The talk became a phenomenon and has since been viewed nearly two million times. In "Lean In," she fuses humorous personal anecdotes, singular lessons on confidence and leadership, and practical advice for women based on research, data, her own experiences, and the experiences of other women of all ages.In "Lean In", Sheryl Sandberg -- Facebook COO and one of "Fortune" magazine's most powerful women in business -- looks at what women can do to help themselves, and make the small changes in their life that can effect change on a more universal scale. She draws on her own experiences working in some of the world's most successful businesses, as well as academic research, to find practical answers to the problems facing women in the workplace."