LEADERSHIP STYLE AND DECISIONMAKING MODELS OF NOT-FOR PROFIT ORGANIZATION AND ITS IMPACT ON JOB PERFORMANCE (Case Study: AIESEC in Indonesia)

FENI, HARDI (2012) LEADERSHIP STYLE AND DECISIONMAKING MODELS OF NOT-FOR PROFIT ORGANIZATION AND ITS IMPACT ON JOB PERFORMANCE (Case Study: AIESEC in Indonesia). Diploma thesis, Universitas Andalas.

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Abstract

This research attempted to identify leadership style and its relation to decision making models. The leadership style in this research consists of transformational leadership, transactional leadership, and laizzes-faire leadership. Meanwhile, decision making model can be viewed from rational, intuitive, dependent, spontaneous, and avoidant decision making models. The respondent come from members of not-for profit organization (e.i AIESEC in Indonesia) in which 89 members with leadership roles in 2011-2012 participate in this research. The data analyzed using SPSS. The result of the study found that AIESEC in Indonesia leaders dominantly used Transformational leadership style and prefferably employs rational decision making models. The implications and future recommendations were also discussed in this research. Keyword: leadership style, decision making models, job performance, not-for profit organization

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