Komunikasi Kepemimpinan Transformasional Ketua Kelompok Wanita Tani dalam Praktik Urban Farming di Kota Bogor

Abstract

Pertanian perkotaan salah satu solusi mengatasi turunnya kualitas lingkungan di perkotaan, bagian dari pemenuhan pangan keluarga, serta menciptakan peluang usaha. Tujuan pertanian perkotaan diupayakan oleh pihak pemerintah Kota Bogor terutama melalui Dinas Ketahanan Pangan dan Pertanian Kota Bogor melibatkan unsur masyarakat termasuk kelompok wanita tani (KWT). Permasalahan dalam praktik pertanian perkotaan pada KWT turut dipengaruhi kepemimpinan ketuanya. Kepemimpinan transformasional potensial diterapkan pada kelompok tani karena manfaatnya. Tujuan penelitian manganalisis; komunikasi kepemimpinan transformasional ketua KWT dalam praktik pertanian perkotaan, keterkaitannya dengan pesan pada area tugas dan emosi sosial dan pengembangan kapasitas anggota. Penelitian memilih kasus KWT karena keunikannya seperti latarbelakang anggota banyak yang bukan petani, kurang memadainya lahan kebun bahkan ada yang tidak memiliki lahan kebun, dan aktivitas kelompok yang kental secara sosial. Namun sejumlah KWT di Kota Bogor berprestasi hingga di tingkat provinsi di tengah-tengah tidak sedikitnya KWT yang tidak aktif. Kelompok Wantita Tani yang menjadi unit analisis yaitu KWT Kentagor, KWT Puspasari, KWT Bina Tani yang tipologinya berbeda berdasarkan lingkup kegiatan atau komoditas utamanya. Penelitian ini menggunakan sinstesa teori komunikasi kepemimpinan dan kepemimpinan transformasional, keterkaitannya dengan pesan pada area tugas dan emosi sosial, dan proses pengembangan kapasitas anggota. Penelitian kualitatif ini menggunakan studi kasus dengan purposive sampling. Kasusnya individu dan tiga KWT tadi. Ketiga KWT ini pernah memiliki prestasi yang menonjol. Hasil penelitian menunjukkan; komunikasi kepemimpinan ketiga ketua KWT terkait praktik pertanian perkotaan mengandung pesan-pesan yang menginspirasi dan atau menggerakkan keaktifan/produktivitas anggota, agar anggota berpikir positif/produktif, dan mempertimbangkan anggota. Muatan pesan tersebut dalam kepemimpinan transformasional masing-masing disebut; inspirational-motivation (IM), intellectual-stimulation (IS), dan individual-consideration (IC). Hal ini berarti para ketua KWT menunjukkan komunikasi kepemimpinan transformasional tetapi disertai kekhasan tersendiri. Kekhasan kepemimpinan yang IM pada Ketua KWT Kentagor dan Ketua KWT Bina Tani terutama karena lebih berorientasi keaktifan anggota dan hasil kebun. Kekhususannya; terkait menggerakkan pengolahan makanan-minuman dan penjualannya (pada KWT Bina Tani) dan harapan agar anggota bersinergi dengan para bapak yang bekerja di kebun melalui piket harian (pada KWT Kentagor). Berbeda dengan komunikasi kepemimpinan Ketua KWT Puspasari yang membebaskan anggota dalam piket harian. Mengenai kepemimpinan ketua KWT yang IC, keunikannya terutama pada pesan Ketua KWT Puspasari yang berinisiatif memecahkan masalah terkait minusnya keuangan/kas kelompok dan harapan pada anggota atas solusi terkait masalah. Pesan-pesan pada Ketua KWT Kentagor dan Ketua KWT Bina Tani menunjukkan keterbukaan dan pelibatan pendapat anggota yang cenderung lebih mengarah kepada peningkatan iii produktivitas terkait budidaya dan khusus pada KWT Bina Tani pesannya disertai mengarah pengolahan makanan/minuman dan penjualan. Keunikan kepemimpinan ketiga ketua KWT menyertakan pesan yang secara emosional menunjukkan pengakuan/apresiasi kepada anggota dan ungkapan rasa syukur atas kebaikan Tuhan sesuai konteknya masing-masing. Mengenai kepemimpinan ketiga ketua KWT yang II, keunikannya terutama pesan-pesan kompromistis terkait otoritasnya sebagai ketua, juga kompromistis terhadap peran anggota dan ini lebih menonjol pada KWT Puspasari. Kepemimpinan transformasional ketiga ketua KWT secara umum ditandai pesan pada area tugas dan emosi sosial positif yang menonjol. Pesan dominan pada area tugas memberikan orientasi tertentu, pada area emosi sosial positif dominan menunjukkan solidaritas tertentu. Munculnya pesan pada area tugas secara umum berarti para ketua KWT berupaya menyampaikan sesuatu terkait peran, pekerjaan atau hal lain yang perlu diperhatikan/dilakukan. Pesan pada area emosi sosial positif berarti secara umum ketua menunjukkan pengakuan, penghargaan, persetujuan, pemakluman terhadap keberadaan/peran mereka. Khsusus komunikasi Ketua KWT Bina Tani dan Ketua KWT Kentagor keduanya menekankan pesan di area tugas terkait piket harian dan berorientasi produktivitas hasil kebun. Hal ini berbeda dengan Ketua KWT Puspasari yang salah satu kekhasannya terutama pada pesan (area tugas - emosi sosial positif) terkait inisiatif memecahkan masalah minusnya keuangan kelompok dan masalah lain serta harapannya terhadap anggota atas suatu solusi. Kesamaan; adanya pesan pada kedua area yang cenderung menimbulkan pelonggaran aturan dalam kelompok. Kepemimpinan transformasional ketiga ketua KWT yang pesannya secara umum berada pada area tugas dan emosi sosial positif, langsung/tidak langsung sebagian terkait pengembangan kapasitas anggota disertai keunikan tersendiri. Proses pengembangan kapasitas tiga anggota KWT, sesuai tiga ciri pesan dalam komunikasi kepemimpinan ini (IM, IS. IC), secara umum mengarah; komitmen dalam aktivitas produktif, kontribusi pemikiran dan tindakan produktif lain, dan bertahannya kelompok. Perbedaan spesifik terkait proses pengembangan kapasitas anggota terutama; melalui pelibatan terhadap masalah minusnya uang kas KWT dan upaya bersama mengatasinya (pada KWT Puspasari), aktivitas pengolahan makanan, minuman dan penjualannya (pada KWT Bina Tani), agar anggota bersinergi dengan para bapak di kebun melalui piket harian (pada KWT Kentagor). Proses pengembangan kapasitas lebih menonjol pada KWT Kentagor dan Bina Tani karena menekankan tugas piket harian dan orientasi hasil kebun. Berbeda dengan KWT Puspasari yang membebaskan piket harian dan kurang berorientasi hasil. Penelitian berkontribusi bahwa kepemimpinan transformasional ketua KWT yang menyentuh area tugas -area emosi sosial positif dan mengarah pengembangan kapasitas anggota dapat diterapkan oleh ketua kelompok tani. Penelitian ini merekomendasikan model pelatihan bagi ketua kelompok tani. Pihak/dinas terkait hendaknya memfasilitasi pelatihan ini sebagai bagian dari upaya memaksimalkan pelaksanaan program di lapangan. Kata kunci: area emosi sosial, area tugas, kelompok wanita tani, komunikasi kepe mimpinan transformasional, pengembangan kapasitas.

Urban agriculture is one of solution to overcome the decline in environmental quality in urban areas, part of fulfilling family food, and anticipating urban food insecurity. The aim of agriculture is carried out by the Bogor City government which involves elements of the community, including women farmer groups (WFG). The existence of problems in urban practice as happened in the WFGs also influenced the leadership of its chair. Potential transformational leadership applied to farmer groups because of its relevance and benefits. The purpose of the research is to analyze; transformational leadership communication of the KWT chairman in the practice of urban farming, its relation to messages that touch the task area and social emotions with members, as well as the linkage of these messages to the process of developing the capacity of members. This study chose the case of WFG because it has the uniqueness such as the background of members who are not farmers, inadequate garden land and some even do not have gardens, and group activities that are socially strong. However, a number of WFGs in Bogor City also have achievements in the provincial level, in the midst of many WFGs in Bogor City which are apparently inactive. The WFG which is the unit of analysis are WFGs (Kentagor, Puspasari, Bina Tani) which has a different typology based on the main commodity/activity and deserves to be used as an example of its achievement and/or ability to survive in the midst of difficulties experienced. The leadership role of the WFGs leaders contributes significantly. The research uses a synthesis of transformational leadership and leadership communication theory, its relation to messages in certain task areas and social emotions, and process develop the capacity of members. This qualitative research approach uses a case study with purposive sampling. The cases (multicases) are individuals and groups, namely the three heads of the three WFGs. These three WFGs have had certain outstanding achievements, including the ability to survive from limitations. In general, the three reflect the three typologies of WFGs in Bogor. The results showed; the leadership communication of the three WFGs leaders related to urban farming practices contains messages that stimulate and move the activeness, stimulate to think positively/productively, and consider members. The content of these messages in each transformational leadership is called; inspirational-motivation (IM), intellectual-stimulation (IS), individual-conside ration (IC). This means that WFGs leaders demonstrate transformational leadership and potential uniqueness. Especially for the leadership of the WFGs chair who are IM, its distinctiveness, especially in the Kentagor WFG Chair and the Bina Tani WFG Chair, who are more oriented towards productivity and garden results. In contrast to the Head of Puspasari WFG, who freed members from daily pickets. Regarding the IS leadership of the WFGs chairs, the peculiarity is especially in the message of the Puspasari WFG chair who takes the initiative to solve problems related to the lack of group finances/cash and hopes for members for solutions related to v problems. To the Chairperson of Kentagor WFG and Bina Tani WFG, the message shows openness/involvement of member opinions which tends to be more directed towards increasing productivity related to cultivation and specifically at Bina Tani WFG the message is accompanied by directing food/beverage processing and sales. The uniqueness of the leadership of the three WFGs leaders include messages that emotionally show acknowledgment/appreciation to members and gratitude for God's goodness according to the context. The leadership of the three WFGs leaders who are characterized by individual consideration, its uniqueness is especially the compromising messages related to their authority as chair and as well as role of members and this is more prominent in Puspasari WFG. The results of the next study; the transformational leadership of the three WFGs leaders was generally marked by messages in the task area and prominent positive social emotions. The dominant message in the task area gives a certain orientation, in the area of positive social emotion it shows a certain solidarity. The appearance of messages in the task area generally means that the WFGs leaders are trying to convey something related to their roles, work or other things that need attention/doing. Messages in the area of positive social emotions mean that in general the chairperson shows acknowledgment, appreciation, approval, recognition of their existence/role. Specifically for communication, the Chairperson of the Bina Tani WFG and the Chairperson of the Kentagor WFG both emphasized messages in the task area related to daily picket and oriented to garden yields. Not with the Head of Puspasari WFG and his particularity, especially in the messages in the two areas related to initiatives in solving the problem of the group's financial minuses and his hopes for members for a solution. Similarity; there was a message to the three leaders WFG that tended to lead to loosening of rules within the group. Further research results; transformational leadership of the three WFGs leaders whose messages are generally in the area of tasks and positive social emotions, directly/indirectly partly related to the process of developing the capacity of members with their own uniqueness. The capacity development of the three WFGs are also generally marked by the involvement of members leading to: a sense of responsibility in their activities; willingness to have a productive opinion; increased knowledge of cultivation; and maintained/increased the role of members. On Puspasari WFG, the capacity building process is also through the involvement of members in internal problems, especially the lack of WFG cash which leads to joint efforts to overcome them. Especially at Bina Tani WFG, the capacity building of members also takes place regarding the processing of food, beverages and sales. The capacity building process is more prominent in Kentagor and Bina Tani WFG because its emphasizes carrying out daily picket and production/yield-oriented vegetable growing activities. In contrast to Puspasari WFG. The transformational leadership of the leader WFG that touches on certain areas of positive social emotion and leads to capacity building of potential members is applied through the role of the farmer group leader in the field. Relevant parties/offices should facilitate this leadership training for farmer group leaders as part of efforts to maximize program implementation in the field. Keywords: capacity building, social emotion area, task area, transformational lea dership communication, women farmer group