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Abstrak :
ABSTRAK
Banyak orang berasumsi bahwa trait pemimpin, seperti self-monitoring dan achievement orientation, berhubungan dengan efektivitas seorang pemimpin. Akan tetapi, sesungguhnya penelitian-penelitian terdahulu belum sepakat mengenai hubungan antara self-monitoring dan achievement orientation dengan efektivitas pemimpin. Ada yang berpendapat bahwa pemimpin dengan self-monitoring dan achievement orientation tinggi lebih dipersepsi sebagai pemimpin yang efektif. Namun, ada pula yang menyatakan bahwa self-monitoring dan achievement orientation yang tinggi justru menjadi hambatan bagi seseorang untuk dapat dipersepsi sebagai pemimpin yang efektif. Oleh karena itu, penelitian ini bertujuan untuk menguji hubungan antara self-monitoring dan achievement orientation dengan efektivitas pemimpin. Efektivitas pemimpin dalam penelitian ini dinilai melalui evaluasi bawahan terkait perilaku pemimpin efektif. Untuk membatasi common method bias, dilakukan pengambilan data dari dua sumber berbeda (data self-monitoring dan achievement orientation diperoleh dari atasan dan data perilaku pemimpin efektif diperoleh dari bawahan) serta diterapkan counterbalancing pada item alat ukur yang diperoleh dari sumber atasan (self-monitoring dan achievement orientation). Penelitian ini dilakukan terhadap 215 pasang atasan dan bawahan pegawai perusahaan di sektor industri jasa keuangan dan perhotelan. Analisis multiple regression menunjukkan bahwa terdapat hubungan positif yang signifikan antara achievement orientation dan perilaku pemimpin efektif. Akan tetapi, tidak ditemukan hubungan yang signifikan antara self-monitoring dan perilaku pemimpin yang efektif. Implikasi dari penelitian ini didiskusikan lebih lanjut.

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ABSTRAK
Many assume that leader?s traits, like self-monitoring and achievement orientation, are related to leader effectiveness. However, previous studies have not actually agreed yet on the relationships between self-monitoring, achievement orientation, and leader effectiveness. Some argue that high self-monitored leaders are perceived as more effective, as well as high achievement-oriented leaders. Contrary to that, others see high self-monitoring and achievement orientation as hindrances to the leader effectiveness. Therefore, this current study aims to investigate the relationships between self-monitoring and achievement orientation with leader effectiveness. In this study, leader effectiveness is measured from subordinate?s evaluation of leader effectiveness behavior. To limit common method bias, data was gathered from two different sources (self-monitoring and achievement orientation data gathered from leaders and leader effectiveness behavior data gathered from subordinates) and counterbalancing method is in place. Research data was collected from 215 pairs of leaders and subordinates in financial and hospitality industries. Multiple regression analysis demonstrates that there is a significant positive relationship between achievement orientation and leader effectiveness behavior. However, no significant relationship is found between self-monitoring and leader effectiveness behavior. Implications of this research are discussed further.

Abstrak :
Sejalan dengan semakin globalnya dunia usaha, maka persaingan bisnis akan semakin ketat dan sulit. Pengelolaan usaha dilakukan untuk mengatasi perubahan - perubahan yang terjadi. Sumber daya manusia yang mempunyai kualitas dan memenuhi kompetensi, merupakan salah satu keungguran bersaing perusahaan. Pendekatan terhadap penggunaan kompetensi dalam pengelolaan sumber daya manusia diyakini dapat efektif dilaksanakan dalam kaitan dengan program rekrutmen dan seleksi, perencanaan pengembangan dan pelatihan, penentuan karir serta penilaian kinerja ka yawan hingga pada sistem pendapatan. Untuk itu, diperlukan identifikasi kebutuhan kompetensi jabatan pada suatu organisasi sebagai langkah awal dalam melakukan penataan dan pengelolaan sumber daya manusia yang lebih baik. Dengan mempertimbangkan bahwa kompetensi teknis (hard competency) telah dipersyaratkan dalam salah satu ketetapan, perusahaan sementara kompetensi non teknis belum teridentifikasi, maka penelitian dilakukan dengan tujuan untuk mengidentifikasi kebutuhan kompetensi (soft competency) jabatan pada kelompok bidang kerja di PT. Asuransi Jasa Indonesia (Persero) dengan menggunakan model kompetensi yang telah dikembang oleh Spencer & Spencer, Jr. Metode penelitian yang digunakan adalah metode deskriptif, dengan responden yang diambil berdasarkan purpusif sampling berjumlah 90 orang terdiri dari pejabat, staff dan karyawan kantor pusat dan kantor cabang. Hasil penelitian menunjukkan, 10 jenis kompetensi yang merupakan generik kompetensi; yaitu kompetensi yang harus dimiliki oleh setiap individu dalam perusahaan, yaitu : Achievement Orientation, Self Confidence dan Self Control (kelompok Core Competency); Analytical Thinking, Conceptual Thinking dan Technical Expertise (kelompok Personal Effectiveness); Team Work, Customer Service Orientation, Concern For Order dan Information Seeking (kelompok Working Through With Others Competency). Untuk model kompetensi (Iihat lampiran 2) yang dihasilkan memperlihatkan masing - masing bidang kerja (teknik, pemasaran, keuangan 1 akuntansi dan pendukung operasi) mempunyai jenis kompetensi pada tingkat kepentingan dan tingkatan skala tertentu di tiap jenis kompetensi. Hal ini berarti pada masing - masing bidang kerja mensyaratkan jenis dan tingkat kompetensi yang berbeda sesuai bidang kerjanya.

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In line with the development of business globalization throughout the world, it would certainly make it more difficult and demanding for business to compete against one another. The management of business it self must be able to adapt, to overcome all the changes that can occur at any given time. Human Resources could be is one of the best strategies to have for a company to compete in search of winning the competition. The practical approach of using the competency in managing the Human Resource is believed to be more effective in terms of program recruitment, selection, planned training & development, career plan, employee assessment and the salary/earning system. In view of all of these circumstances, it is absolutely necessary to identify each competency's requirement for a certain occupation's position in an organization as the first step to better manage and organize the Human Resource. In consideration that technical competency (hard competency) is required in a company's rules and regulation, whilst the non technical competency (soft competency) has not yet been determined, a research 1 a study should be implemented with the objectivity to identify the need of occupational competency on certain working group at PT. Asuransi Jasa Indonesia (Persero), by way of using competency model designed by Spencer & Spencer , Jr. the research method that was used was called Descriptive Method, using purposive sampling of 90 respondences from low to higher ranking employees at the head office and from the branch offices. The research study indicated that 10 different kinds of competencies were classified as generic competencies which were necessary to have by each individual within a company, these were Achievement Orientation, Self Confidence and Self Control (Core Competency Group); Analytical Thinking, Conceptual Thinking and Technical Expertise (Personal Competency Group); Team Work, Customer Service Orientation, Concern For Order and Information Seeking (Working Through With Others Competency). For the competency model (please see 2"d attachment) which have been identified by their individual field such as; technical, marketing, finance/accounting and operational supports, they have their own type of competency at a certain level of needs and at a certain level of scale. This revelation means that each of this field of work requires different type and level of competency in accordance to their specific field of work.