Analisis Gaya Kepemimpinan Partisipatif dan Komunikasi Organisasi dalam Meningkatkan Motivasi Kerja di Super Radio Surabaya

Divany Salsabila; Suryati Eko Putro; Wahyu Rochana

doi:10.55606/sscj-amik.v4i5.6435

Authors

Divany Salsabila Universitas Teknologi Surabaya
Suryati Eko Putro Universitas Teknologi Surabaya
Wahyu Rochana Universitas Teknologi Surabaya

DOI:

https://doi.org/10.55606/sscj-amik.v4i5.6435

Keywords:

Crisis of Formality, Media Convergence, Organizational Communication, Participative Leadership, Work Motivation

Abstract

The ongoing operational transformation of Super Radio Surabaya into a multiplatform media ecosystem triggers challenges such as technostress and dual roles that risk weakening employee work motivation. This study aims to describe and analyze the implementation of participative leadership styles and organizational communication patterns in increasing employee work motivation in the media convergence era. The research method employs a qualitative descriptive approach. The study is located at PT Radio Metro Gema Mega (Super Radio 88.5 FM Surabaya), involving 35 employees as primary informants and one Radio Manager as a key informant. Data collection techniques include passive participant observation, in-depth interviews, documentation, and digital questionnaires. The research instruments consist of interview guides and questionnaire statements. Data analysis techniques adopt the Miles, Huberman, and Saldana model, which includes data condensation, data display, and conclusion drawing. The results indicate that the participative leadership style (average 4.27) and work motivation (average 4.21) are in the "Very Good" category. Organizational communication is categorized as "Good" (average 3.97), although a "Crisis of Formality" phenomenon was discovered due to high dependency on digital media, leading to rare face-to-face coordination. In conclusion, the synergy between empowering leadership and transparent communication effectively maintains staff resilience, even though functional participation remains suboptimal due to employees' psychological barriers in expressing opinions. Suggestions include routinely restructuring formal coordination patterns and stimulating active participation through brainstorming sessions.

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