THE ANALYSIS OF INFLUENCE OF SHARED LEADERSHIP IN ORGANIZATIONAL COMMITMENT AND TEAM PERFORMANCE: CASE STUDY OF FULOLA STARTUP

• Main Author: Wahyuni, Sri
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/75548
• Institution: Institut Teknologi Bandung

Human resources are an important aspect in every organization. This is because human resources can provide various competitive advantages for the organization. Based on facts from CBInsight, it was found that the top 7 startup failures were caused by selecting the wrong team members. As a team or people are important parts in a technology startup that is able to maintain its existence in the long term. Therefore, the role of a leader is very important, because he or she must be able to provide direction according to goals and strive for team members to contribute optimally. So, it is important for a leader to have an appropriate leadership style. One of the leadership that is able to facilitate the team to be able to collaborate with each other is the shared leadership style. Along with the crucial responsibility of a leader, of course, team members must also be able and willing to be fully involved in the process of inviting the goals of the organization. This is important because it reflects the commitment of members to survive and have high productivity. Fulola is a technology-based startup engaged in early childhood education. As a technology startup, Fulola's CEO applied shared leadership to create a team capable of taking full responsibility and collaborating with each other. However, over time the leadership that was applied was no longer effective, because there is often slow decision making due to the difficulty of reaching consensus that leads to miss communication and miss coordination and along with it member commitment seemed to decrease that indicated by low enthusiasm in carrying out tasks, difficulties in determining meeting schedules because other activities are prioritized, attending meetings that are not on time, often delaying the implementation of work, non-compliance with agreed deadlines, and a decrease in deep interpersonal relationships. This then resulted in a decrease in team performance as indicated by a decrease in Objective and Key Result (OKRs) from the first period which reached an average of 76.23% and in second period only reached 66.93%. Therefore, research is needed to identify and investigate what and how shared leadership can influence organizational commitment and team performance as well as what and how organizational commitment influence team performance, especially in Fulola. This study uses a qualitative approach with a single case study method. Data collection was carried out using semi-structured interviews with 3 members at Fulola, consisting of COO, CFO, and CMO which had previously had a process of internal pilot study. The results of data collection were analyzed by coding analysis which consisted of 3 stages such as open coding, axial coding, and selective coding to build dimensions. After the dimensions are formed, validity and reliability are carried out through data triangulation with Focus Group Discussions (FGD). Based on in-depth analysis, this study identifies factors in shared leadership that influence in enhancing organizational commitment and team performance, including Shared Purpose (vision understanding and monitoring), Shared Emotional Support (team support, good relation, and appreciation), and Voice (open communication and decision making right). Some issues in shared leadership influence organizational commitment and team performance including lengthy decision- making processes and less accountability. Regarding organizational commitment, several factors influence in enhancing team performance such as Affective Commitment (passion, comfort, desire to learn, and kinship), Continuous Commitment (material benefit and employment alternatives), and Normative Commitment (responsible to other parties and guilt). Challenges related to organizational commitment influence team performance include unprofessionalism, intention to leave, and formality pressure. These findings are useful for improving organizational commitment and team performance for Fulola in the future.