Bogor, Formosa News — Transformational leadership at the DPR RI Guesthouse is generally viewed positively by employees and service users, with strong performance in intellectual stimulation and inspirational motivation. The finding comes from research by Naufal Maulana Mumtaz, Otje Subagdja, and Irma Purnamasari from Djuanda University, Bogor, published in the International Journal of Applied Research and Sustainable Sciences (IJARSS) in 2026. The research surveyed employees and users of the DPR RI Guesthouse to examine how leadership practices support daily services, employee engagement, innovation, and organizational effectiveness.
The research recorded an overall leadership score of 4.03 among 93 employees and 4.11 among 65 service users, placing transformational leadership in the journal's “Good” category. The results indicate that leadership is perceived as providing direction, motivation, opportunities for participation, and attention to employees while also contributing to a more coordinated and responsive service environment.
Leadership Becomes Increasingly Important in Public Services
Leadership plays an important role in organizations that provide services to the public. Beyond administrative procedures and organizational structures, leaders influence how employees understand their responsibilities, respond to service needs, and contribute to organizational goals.
The researchers from Djuanda University frame transformational leadership as an approach that goes beyond simply giving instructions. It emphasizes the ability of leaders to become role models, inspire employees, encourage creative thinking, and pay attention to individual development.
The approach is particularly relevant as public organizations face changing service expectations and increasing demands for adaptability. The article also connects effective leadership with the broader development of public services, including the use of technology, responsiveness, accessibility, and accountability.
In the study, transformational leadership is examined through four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Together, these dimensions describe how leaders build trust, motivate employees, encourage new ideas, and respond to individual needs.
Research Involved Employees and Service Users
The research used a quantitative descriptive approach. Data were collected through questionnaires using a Likert scale, supported by observation, interviews, documentation, and literature review.
The research took place at the DPR RI Guesthouse on Jl. Raya Puncak–Cianjur No. 477, Kopo, Cisarua District, Bogor Regency, West Java. The study population consisted of 121 employees or management staff and 77 users of DPR RI Guesthouse services.
Using random sampling, the researchers selected 93 employees and 65 service users as respondents. The questionnaire contained 15 statements measuring transformational leadership. The researchers then assessed the validity and reliability of the questionnaire and calculated weighted mean scores to determine the level of leadership implementation.
The measurement instrument demonstrated strong reliability. Cronbach's Alpha reached 0.807 for employee responses and 0.873 for service-user responses, while all 15 questionnaire items were declared valid.
Intellectual Stimulation Emerges as a Key Strength
The research found positive results across all four dimensions of transformational leadership.
For employees, the scores were:
- Idealized influence: 3.92
- Inspirational motivation: 4.09
- Intellectual stimulation: 4.09
- Individualized consideration: 4.03
Among service users, the scores were:
- Idealized influence: 4.09
- Inspirational motivation: 4.13
- Intellectual stimulation: 4.19
- Individualized consideration: 4.05
All dimensions were classified as “Good.”
The strongest result among service users appeared in intellectual stimulation, with a score of 4.19. This dimension reflects leadership that encourages employees to think creatively, discuss alternatives, and participate in solving service-related problems.
One indicator received an especially high score of 4.38: openness by leadership to discussing alternative ways of completing service tasks. The researchers interpret this result as an indication that users perceive communication and problem-solving as important parts of service delivery.
Motivation Helps Connect Daily Work With Organizational Goals
Inspirational motivation was another strong dimension. Employees gave this dimension a score of 4.09, while service users gave it 4.13.
The findings indicate that leadership is perceived as capable of providing direction, building work motivation, and helping employees understand the importance of service quality.
Among service users, the indicator measuring the leader's ability to connect employees' daily work with broader organizational goals received a score of 4.26, categorized as “Very Good.” Among employees, explaining the importance of improving service quality received a score of 4.18.
For the researchers, this connection is significant because routine operational tasks can become more meaningful when employees understand how their work contributes to broader organizational objectives.
Trust and Responsibility Also Receive Strong Scores
The idealized influence dimension received a score of 3.92 among employees and 4.09 among service users.
The highest individual indicator in this dimension was the perception that leaders are reliable and responsible. Employees gave this indicator a score of 4.27, placing it in the “Very Good” category.
The result suggests that employees view leadership as capable of providing an example of responsibility and reliability in carrying out organizational duties.
At the same time, the researchers identified an opportunity to strengthen consistency in discipline, punctuality, and work quality. This indicator received a score of 3.40 among employees, the lowest score identified in the study's summary of indicators.
Rather than indicating a broad weakness in leadership, the researchers present this result as an area where continued reinforcement could make leadership practices more consistent in daily operations.
Individual Attention Can Be Strengthened Through Coaching
The fourth dimension, individualized consideration, received scores of 4.03 from employees and 4.05 from service users.
The dimension reflects attention to employee needs, aspirations, potential, and professional development. The researchers suggest that this aspect can be further supported through structured coaching, regular evaluations, service briefings, guidance for new employees, and feedback on individual contributions.
According to Naufal Maulana Mumtaz, Otje Subagdja, and Irma Purnamasari of Djuanda University, transformational leadership works not only through direction but also through motivation, openness to ideas, and attention to employee development. Their findings indicate that these elements are already visible in the DPR RI Guesthouse environment and can continue to be strengthened through consistent management practices.
Implications for Public Service Management
The research offers practical considerations for organizations managing public-facing services.
Maintaining open communication can help employees participate in solving operational problems. Regular service briefings can strengthen coordination, while forums for evaluation and innovation can provide space for employees to contribute ideas.
The researchers also recommend strengthening leadership role modeling in discipline, punctuality, and work quality. They propose regular feedback, individual coaching, and simple recognition systems for employees who make positive contributions.
These measures can support a workplace culture that values responsibility, innovation, collaboration, and service responsiveness.
The researchers caution that their findings should be interpreted within the context of the DPR RI Guesthouse because the study involved employees and users from that specific service unit. The results therefore should not automatically be generalized to every public organization or legislative institution. They recommend broader research involving other public service units and, where appropriate, qualitative or mixed-method approaches to better understand leadership experiences and workplace dynamics.
Author Profile
Naufal Maulana Mumtaz, Otje Subagdja, and Irma Purnamasari are affiliated with the Public Administration Study Program, Faculty of Social Sciences and Political Science, Djuanda University, Bogor. Their research focuses on public administration, transformational leadership, organizational management, employee development, and public service delivery.
Research Source
Article Title: Analysis of Transformational Leadership in The Wisma DPR Republik Indonesia
Authors: Naufal Maulana Mumtaz, Otje Subagdja, Irma Purnamasari
Affiliation: Public Administration Study Program, Faculty of Social Sciences and Political Science, Djuanda University, Bogor
Journal: International Journal of Applied Research and Sustainable Sciences (IJARSS)
Publication Year: 2026
Volume: 4, No. 7
Pages: 683–696
DOI: https://doi.org/10.59890/ijarss.v4i7.34
Official Journal: https://ijarss.my.id/index.php/ijarss/index
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