IMPLEMENTATION OF THE SITUATIONAL LEADERSHIP STYLE IN THE UNIT 81 OF KOPASSUS SOLDIERS

Abstract

This study aims to analyze the implementation of situational leadership in Unit 81 Kopassus and examine its impact on personnel performance and operational effectiveness. The research employs a qualitative phenomenological approach to explore leadership practices based on the lived experiences of commanders and personnel within a high-risk military environment. Data were collected through in-depth interviews, observation, and document analysis. The informants were selected using purposive sampling based on rank, operational experience, and direct involvement in tactical missions. Data were analyzed using phenomenological procedures, including data reduction, coding, thematic categorization, and validation through triangulation and member checking to ensure credibility. The findings reveal that commanders adaptively apply four leadership styles consisting of telling (S1), selling (S2), participating (S3), and delegating (S4) depending on personnel readiness and situational demands. The telling style is dominant in high-risk operations requiring rapid and precise decision-making; selling is applied during training and coaching processes to strengthen competence and motivation; participating is used in tactical decision-making to enhance cohesion and collective responsibility, while delegating is implemented for highly mature personnel to promote autonomy and leadership development. The situational application of these styles positively influences discipline, coordination, trust, and overall performance. The study concludes that leadership flexibility is a critical factor in maintaining operational readiness in high-risk organizations. Although limited to a single unit and qualitative scope, this research contributes theoretically by reinforcing situational leadership theory in military contexts and practically by providing insights for adaptive leadership development in strategic security institutions.