Transformational and Transactional Leadership, Understanding How Leadership Cultivates Democratic Citizenship in Panggungharjo, Bantul, Yogyakarta

Abstract

Leadership is essential in promoting democratic citizenship, and the village government level is not an exception. Using the experience of Panggungharjo Village, Bantul, this paper tries to understand the roles of leadership in supporting the fulfillment of citizens’ rights being related to the context of the Law 6/2014 on Village. Based on interviews conducted during October-November 2016, this paper found that transactional and transformational leadership approaches, conceptualized by Burns (1978), as Panggungharjo Head Village applies, are influential to the effectiveness of public services and welfare provisions. When used complementary and strategically, the two leadership styles determine the effectiveness of village leadership and reform initiatives. Indeed, there is an issue of power that is crucial to take into account. In comprehending this important aspect, Lukes’s (1976, 2005) concept of power dimensions is helpful. His diagram of power consists of tangible power engineering (First Dimension), a new system of procedures that create barriers for potential political opponents (Second Dimension), and the enactment of new norms (Third Dimension). In Panggungharjo the Village Head’s leadership, approach is widely recognized as one the success stories in Indonesian village governance. Nevertheless, this effective and functioning government has resulted in a leadership practice that has created “beneficiaries” rather than “shaper and maker” citizens (Gaventa 2001, 2002, 2004). This outcome may not optimally underpin active citizenship, since in order to promote democratic citizenship, active citizens are a prerequisite.