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Transformational Leadearship and Neurofeedback: the Medical Perspective of Neuroleadership1 WP/2/2018 WORKING PAPER TRANSFORMATIONAL LEADEARSHIP AND NEUROFEEDBACK: THE MEDICAL PERSPECTIVE OF NEUROLEADERSHIP Rizki Edmi Edison, Ph.D, Dr. Solikin M. Juhro, Dr. A. Farid Aulia, Puti Archianto Widiasih, M.Psi 2018 Kesimpulan, pendapat, dan pandangan yang disampaikan oleh penulis dalam paper ini merupakan kesimpulan, pendapat, dan pandangan penulis dan bukan merupakan kesimpulan, pendapat, dan pandangan resmi Bank Indonesia. 1 Transformational Leadearship and Neurofeedback: The Medical Perspective of Neuroleadership1 Rizki Edmi Edison, Ph.D., Dr. Solikin M. Juhro, Dr. A. Farid Aulia, Puti Archianto Widiasih, M.Psi Abstrak Saat ini dunia sedang menghadapi keadaan yang volatil, tidak pasti, kompleks, dan ambigu (VUCA). Tantangan-tantangan baru pun muncul sehingga seorang leader dituntut untuk memiliki kompetensi yang terus berkembang. Transformational leadership merupakan suatu tipe kepemimpinan yang dipandang superior dalam menjawab tantangan- tantangan tersebut, di mana seorang pemimpin diharapkan untuk senantiasa agile dalam pencapaian tujuan organisasi. Penelitian ini bertujuan untuk menganalisis keterkaitan antara aspek kepemimpinan (melalui asesmen Multifactor Leadership Questionnaire/MLQ), fungsi kognitif (melalui asesmen Wechsler Bellevue), dan pola aktivitas otak/brain mapping (melalui Electroencephalography/EEG). Pada tahap selanjutnya dilakukan pemberian stimulus melalui neurofeedback untuk melatih kontrol terhadap gelombang otak. Dari penelitian ini, dapat disimpulkan bahwa seluruh partisipan yang menjadi sampel penelitian memiliki tipe kepemimpinan transformational leadership dengan subtipe idealized influence (behavior) dan inspirational motivation. Selain itu, adanya stimulasi terhadap otak (neurofeedback) juga memampukan partisipan untuk mengendalikan gelombang otak dalam keadaan sadar. Dengan adanya kemampuan untuk mengendalikan gelombang otak secara sadar, seorang leader dapat bekerja secara optimal. Keywords: applied neuroscience, leadership style, transformational leadership, human resources management, neurofeedback. JEL Classification: D8, J24, M19, 015 1 Rizki Edmi Edison adalah Kepala Pusat Neurosains Universitas Muhammadiyah Prof. Dr. Hamka. Solikin M. Juhro adalah Kepala Bank Indonesia Institute. Farid Aulia adalah Dekan Akademi Leadership dan General Management Bank Indonesia Institute. Puti Archianti Widiasih adalah psikolog Universitas Muhammadiyah Prof. Dr. Hamka. Penulis menyampaikan ucapan terima kasih kepada seluruh pegawai Bank Indonesia yang telah menjadi partisipan dalam penelitian ini. Ucapan terima kasih yang tinggi juga disampaikan kepada Dita Herdiana dan Monica Kishi S.K. atas asistensi yang tidak kenal lelah dalam penyelesaian penelitian ini. Kesimpulan, pendapat, dan pandangan yang disampaikan oleh penulis dalam paper ini merupakan kesimpulan, pendapat, dan pandangan penulis dan bukan merupakan kesimpulan, pendapat, dan pandangan resmi Bank Indonesia. 1 1. Pendahuluan 1.1. Latar Belakang Perubahan adalah sesuatu yang pasti. Ungkapan Heraclitus, seorang filsuf Yunani, “satu-satunya hal yang tidak akan berubah adalah perubahan itu sendiri” menjadi sebuah konsep hingga saat ini (Muessig, 1969). Perubahan tidak selalu berjalan sesuai yang direncanakan, tidak jarang perubahan yang terjadi tidak sesuai prediksi. Dunia yang saat ini dalam keadaan volatile, uncertain, complex, dan ambiguous, dikenal dengan istilah VUCA, memicu munculnya keadaan “new normal” yaitu kondisi ketika dunia penuh chaos, turbulensi, dan ditandai dengan munculnya perubahan yang sangat cepat dalam seluruh aspek kehidupan (Lawrence, 2013). Suatu kondisi yang membutuhkan perhatian serius dari setiap institusi, khususnya yang bergerak di bidang ekonomi (Salah dan Watson, 2017). Tantangan baru yang bermunculan, menuntut kompetensi leadership baru (Lawrence, 2013). Kondisi yang penuh tantangan tersebut membutuhkan leader yang tangguh (Radha dan Kosuri, 2017). Leader yang memiliki strategic foresight untuk mengantisipasi perubahan yang mungkin terjadi; memiliki awareness untuk terhadap kekuatan dan kelemahan yang dimiliki; adaptif, longlife learner dan terbuka terhadap perubahan; berkomunikasi dengan efektif serta mampu berkolaborasi dengan baik. Institusi yang memiliki efektivitas leadership berpeluang tiga kali lebih besar untuk menjadi top 20% institusi dengan finansial terbaik dibandingkan dengan institusi yang tidak memiliki leadership efektif (Axon, Frieedman dan Jordan, 2015). Oleh sebab itu, tidak dapat dipungkiri bahwa leadership merupakan suatu hal krusial yang sangat dibutuhkan oleh setiap institusi (Charan, 2009). Pemahaman terkait leadership tidak jarang membingungkan dan menimbulkan perdebatan (Vince, 2004). Salah satu penyebabnya adalah perbedaan generasi para leader memberikan perbedaan karakter (Salahuddin, 2011). Poin utama dari pengertian leadership adalah seni menggerakkan orang lain untuk mencapai tujuan (Naylor, 2003) tanpa paksaan. Leadership merupakan hubungan timbal balik antar manusia (Yammarino, 2013), sehingga menjadi sebuah keharusan bagi para leader untuk memahami cara kerja otak, sebagai motor penggerak, manusia bekerja. 2 Tipe leadership secara garis besar terbagi menjadi transactional, transformational, dan laissez faire (Avolio dan Bass, 1991). Penelitian menunjukkan bahwa tipe leadership yang paling baik adalah transformational leadership (Benjamin dan Flynn, 2006) karena mampu meningkatkan kepuasan followers secara maksimal dibandingkan tipe leadership lainnya (Berson dan Linton, 2005). Tingginya kepuasaan terhadap pekerjaan secara tidak langsung akan memacu organisasi mencapai tujuannya (Bass dan Avolio, 1994). Meskipun begitu, menjadi transformational leader bukan hal yang mudah. Keberadaan neurosains terapan diharapkan dapat menjadi solusi dalam membantu menghadapi percepatan perubahan, baik manusia itu sendiri maupun lingkungannya. Hal ini terjadi karena otak adalah master kontrol untuk mengintegrasikan seluruh sistem tubuh termasuk komponen utama dari perasaan dan insting. Pemimpin merupakan master kontrol dalam organisasi. Pemimpin dapat mengendalikan otak orang lain dengan cara mengelola otak sendiri sehingga otak followers dapat selaras dengan otak pemimpin (Boyatzis dkk., 2006). Dari berbagai macam cabang neurosains, social cognitive neuroscience – yang memahami cara otak manusia ketika berinteraksi dengan sesama (Ochsner dan Lieberman, 2001) – paling banyak diaplikasikan dalam organisasi, khususnya terkait leadership (Waldman dkk., 2011). Terminologi yang dipakai adalah neurological leadership, didefinikasikan sebagai aplikasi social cognitive neuroscience untuk menganalisis dan memahami perilaku para leader (Liu, Ying & Gau, 2015). Pengaruh otak terhadap perilaku manusia pertama kali diteliti dalam kasus kecelakaan kerja pekerja konstruksi Phineas Gage2 tahun 1848 (Haas, 2001). Hasil penelitian menunjukkan bagian otak yang dinamakan lobus frontalis sebelah kiri mengalami kerusakan. Bagian ini berfungsi untuk berpikir rasional (Shiddiqui dkk., 2008). Hal ini membuktikan bahwa keadaan otak manusia bisa berpengaruh kepada sikap dan perilaku seseorang (Kolb dan Whishaw, 2011). Neuroplastisitas dan neurogenesis telah dikenal dalam ranah neurosains. Neuroplastisitas adalah kondisi ketika otak ‘menyesuaikan’ kondisinya dengan kebiasaan yang dilakukan (Rosenzweig dan Bennet, 1999) atau kondisi ketika otak 2 Phineas Gage mengalami kecelakaan saat memasang bahan peledak untuk membangun infrastruktur kereta api. Ledakan timbul sebelum sempat berlindung di tempat yang aman. Salah satu bongkahan besi menancap di dagu kiri, masuk ke dalam tulang tengkorak, melewati belakang mata menuju otak, hingga tembus di kepala bagian kiri depan. Phineas dapat bertahan hidup setelah operasi pelepasan besi yang menancap di kepalanya dilakukan. Namun, perubahan sikap Phineas setelah operasi begitu mencolok. Sikap dan perilaku tidak lagi sama setelah kecelakaan terjadi (Haas, 2001). 3 yang masih sehat mengambil alih fungsi bagian otak yang sudah sakit (Murphy dan Corbett, 2009). Neurogenenesis adalah kondisi ketika munculnya saraf-saraf baru pada otak manusia (Sierra dkk., 2011). Riset menunjukkan bahwa otak manusia dapat tumbuh dan berkembang sampai usia berapa pun (Ming dan Song, 2012). Kegiatan seperti olahraga aerobik (Gomez-Pinilla dan Hillman, 2013) dan berpuasa (Cherif dkk., 2016) secara teratur dapat meningkatkan kemampuan hippocampus, bagian otak yang berperan sebagai gudang memori. Contoh di atas menunjukkan bahwa otak bisa memengaruhi perilaku dan sebaliknya perilaku dapat memengaruhi otak manusia. Penelitian yang dilakukan oleh Juhro dan Aulia (2017) menyimpulkan bahwa neurosains terapan merupakan salah satu pendekatan yang relatif unggul dalam menjelaskan perilaku kepemimpinan transformasional yang efektif. Namun, studi tersebut belum didukung oleh empirical exercise, terlebih physical test mengenai keterkaitan aktivitas otak yang sebenarnya dengan perilaku kepemimpinan transformasional. Penelitian ini merupakan lanjutan dari penelitian Juhro dan Aulia (2017) terkait dengan peran pendekatan neurosains terapan dalam mendukung kinerja transformational leadership. Tujuan dari penelitian ini adalah untuk mengetahui pemetaan otak transformational leader dan pengaruh stimulasi melalui pendekatan neurosains, seperti neurofeedback, dalam mengubah bentuk aktivitas otak leader. Dari tujuan penelitian yang hendak dicapai, penulis berharap penelitian ini dapat memberikan manfaat dengan adanya indikator-indikator objektif yang menyatakan seseorang bersifat transformational leader. Upaya mendorong
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