HIERARCHIAL SYSTEM DISRUPTIONS WITHIN ORGANIZATIONS

Abstract

Hierarchical systems in organizations play a crucial role in establishing effective division of labor, coordination, and communication between leaders and members. However, in practice, situations still arise where the organizational leader exercises high dominance in both the decision-making process and the execution of organizational activities. This dominance has the potential to limit member participation, decrease work motivation, hinder the development of members' potential, and lead to sub-optimal organizational performance. This phenomenon requires an in-depth study to understand its causes, forms, and impacts on organizational dynamics. This qualitative study aims to describe the forms of leader dominance within the organizational hierarchical system, analyze its impact on member participation and performance, identify the factors causing this dominance, and formulate efforts to establish a more participatory hierarchical system. The research employs a qualitative approach with a case study method. Data were obtained through in-depth interviews, observations, and documentation involving the leader and organization members. Data analysis was conducted through the stages of data reduction, data display, and conclusion drawing, while data validity was tested using source and technique triangulation. The research findings are expected to provide a comprehensive overview of dominant leadership practices within organizations, their impact on optimizing member roles, and strategies that can be implemented to foster a more democratic and collaborative leadership. This study is expected to contribute to the development of organizational and leadership sciences, as well as serve as an evaluation tool for organizations in building a more effective hierarchical system.