Rancang bangun model kepemimpinan perguruan tinggi negeri pola keuangan badan layanan umum (ptn blu) dalam peningkatan kinerja institusi di indonesia

Various problems still occur in Higher Education such as unequal access to get higher education, especially in remote, frontier, and outermost area, the educational cost is still felt to be quite high, the lecturers are still unqualified, quality of the research and quantity of the publication are still limited, inadequate educational facilities and infrastructure, academic culture which is not well-developed, and there are still many study programs and also universities that have not been accredited. The application of Badan Layanan Umum (public service agency) is a form of New Public Management theory which puts the governments’ organization as an agent that gives excellent services for the society. The reinforcement of university public service agency is needed in order to achieve grading performance of the University and the Institutions as the Accreditation from BAN-PT (university national accreditation agency), the International Grading Institution such as Times Higher Education Supplement, QS World University Ranking, ARWU (Academic Ranking of World Universities), and Shanghai Academic Ranking of World Universities. The huge gap of qualities among public universities, the various characteristics of the public universities, the absence of focus on the development, and also misleading of mission differentiation make the most of university focus only on teaching activity and did not focus on research-based university. The various problems which faced by the university public service agency emerge the question about commitment of the leader and also university officials that could affect the inability of achieving target that have been determined. The presence of gap and complexity of the problems was faced by university public service agency in Indonesia generated some needs to study about leadership model in the context of systematic leadership. The purposes of the research are (1) to analyze the situation of the organization and the leadership of university public service agency in Indonesia, (2) to analyze the policy from the beneficiaries related to the performance of the university public service agency, (3) to design the leadership model for university public service agency in order to improve the performance of the Institution. and, (4) to formulate the strategy of leadership model university public service agency in order to improve the performance of the Institution The research uses systemic approach to build a model and also use an inductive approach as a form of exploring knowledge. This research is divided into four stages, namely situational analysis stage, regulation analysis stage, modeling phase which includes; drafting a conceptual model using SSM followed by a decision analysis using AHP and designing recommended model, the fourth stage is verification and model validation. The results of the situational analysis towards lectures and education staff showed that (1) The flexibility of funding management, supervision, and autonomy had not been fully felt by university public service agency, (2) The leaders of university public service agency is expected to behave using transformational leadership model, and (3) Institutional performance is suggested to more oriented towards academic performance. In the regulation analysis, the implementation of regulations has been running well, although there are still some obstacles faced. Some problems related to organizational regulation and leadership of university public service agency are seen as follows; (1) the application of the public service agency concept to university management still tends to be bureaucratic and does not reflect the corporate spirit, (2) the coordination between coaches is still very lacking and tends to show their respective authority with regulations issued, (3) the regulations did not distinguish between the autonomy of university public service agency and working unit of university, the differences are only in financial management, (4) the absence of regulations on leadership development and performance evaluation of univesity leaders. This indicates that coordination between university public service agency coaches is absolutely necessary. The result of the study of Soft System Methodology (SSM) shows that the improvement of the University performance was done by (1) Election of the leader, (2) Sustainable Development, (3) Evaluation of leader performance. The election of the leader is done by forming election committees that have high integrity, highly competence, and independencies from the interests and the partisanship of the prospective leaders. The implementation of leadership development will be more effective, if it is designed and carried out in a manner of consistency with regard to several conditions; obvious development goals, clear material or curriculum, appropriate set of materials, distinct development methods, opportunities for practice, relevant and timely feedback, self-confidence from development participants and appropriate follow-up activities. The corrective action which is proposed in the university public service agency leadership performance evaluation system begins with (1) Establishing good communication with the Ministry of Research and Technology of Higher Education and stakeholders to clarify and to strengthen the mandate, and (2) Setting mission differentiation that is aligned with the vision of leadership. The results of the analysis of decisions using Analitycal Hierarchy Process (AHP) shows that the main priority in developing of university public service agency leadership is the competency of leaders and the mechanism of selecting (election) credible leaders who are fair and transparent, this means that the election of leaders must be "clean" of certain interests and conflicts that can disrupt performance of the organizations. The managerial implication of the leadership model is the relevance to pay attention in aspects of leadership as an important element of the institution. The implementation of leadership development needs to be carried out based on needs analysis that is designed effectively and efficiently. In implementing leadership performance evaluation requires the commitment of university public service agency leaders to always encourage each unit and individual to contribute to achieve expected result performance.