Social Intelligence Leadership in Managing Social Conflict – SARA in the Directorate General of Politics and Public Administration

Abstract

This study aims to find out, decrypt and elaborate leadership social intelligence from echelon III and IV officials of the Directorate General of Politics and Public Administration in managing SARA social conflicts to avoid violent conflict. Research conducted in this government organization suggest that the organization does not have enough leaders in the number and lack of attention to the ability of social intelligence as part of effective leadership in managing the problem of social conflict in the future. The research method is qualitative, the type of case studies and data are obtained through interviews, observation, tracing documents and questionnaires, including Focus Group Discussions followed by informants and some of their supervisors. Leadership competencies in handling social conflicts are used by competency models of Boyatzis and Spencer, supported by various relevant journals. Research in non-profit organizations is still rare and research finds besides empathy and understanding the social world as knowledge and skills as well as self-presentation in building interaction with others well by individual leaders need to be improved both in number and in order to change the usual behavior of effective leaders in preventing violent conflict.

Keywords: Leadership, Competence, Social-SARA Conflict Management.