Communication Strategy Of The Village Head In Improving The Positive Image Of The Village Government Of Gunung Tua Tonga, Padang Bolak District, North Padang Lawas Regency
DOI:
https://doi.org/10.33751/jhss.v10i1.139Keywords:
communication strategy, leadership communication, positive image, village governmentAbstract
This study aims to analyze the communication strategy of the Village Head in improving the positive image of the village government of Gunung Tua Tonga, Padang Bolak District, North Padang Lawas Regency, as well as to identify the obstacles faced in implementing the communication strategy. This research uses a qualitative approach with a descriptive method. Data collection techniques were carried out through observation, in-depth interviews, and documentation with informants consisting of the village head, village officials, the Village Consultative Body (BPD), and the community. The data analysis technique uses an interactive model which includes data reduction, data presentation, and conclusion drawing, as well as testing the validity of the data through source triangulation.
The results of the study show that the communication strategies implemented by the Village Head of Gunung Tua Tonga include the use of print media such as leaflets and invitations, the utilization of social media such as WhatsApp Groups, and direct communication through regular meetings and community activities. In addition, collaboration with the BPD and village officials is also an important part in conveying information to the community. These communication strategies have proven to be able to improve the positive image of the village government through information transparency, persuasive communication, and community involvement. However, in its implementation, there are several obstacles, such as differences in community perceptions, limited understanding, and the potential for miscommunication. To overcome these obstacles, the village head applies a dialogical approach, mediation, and increases the intensity of direct communication with the community. Based on Leadership Communication Theory and Image Formation Theory, it can be concluded that the success of building a positive image is highly influenced by the effectiveness of communication carried out by the leader.
References
[1] Carpenter, D. P. (2010). Reputation and power: Organizational image and pharmaceutical regulation at the FDA. Princeton University Press. https://doi.org/10.1515/9781400838627
[2] Creswell, J. W., & Poth, C. N. (2018). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). Sage Publications.
[3] Denzin, N. K., & Lincoln, Y. S. (2018). The Sage handbook of qualitative research (5th ed.). Sage Publications.
[4] Fairhurst, G. T., & Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership, 10(1), 7–35. https://doi.org/10.1177/1742715013509396
[5] Fusch, P. I., Fusch, G. E., & Ness, L. R. (2018). Denzin’s paradigm shift: Revisiting triangulation in qualitative research. Journal of Social Change, 10(1), 19–32. https://doi.org/10.5590/JOSC.2018.10.1.02
[6] Grimmelikhuijsen, S. G., & Meijer, A. J. (2014). Effects of transparency on the perceived trustworthiness of a government organization. Public Administration Review, 74(1), 137–148. https://doi.org/10.1111/puar.12144
[7] Hackman, M. Z., & Johnson, C. E. (2013). Leadership: A communication perspective (6th ed.). Waveland Press. https://doi.org/10.4324/9781315668654
[8] Kim, S., & Lee, J. (2012). E‐participation, transparency, and trust in local government. Public Administration Review, 72(6), 819–828. https://doi.org/10.1111/j.1540-6210.2012.02593.x
[9] Kim, J. N., & Rhee, Y. (2011). Strategic thinking about employee communication behavior. Public Relations Review, 37(3), 243–248. https://doi.org/10.1016/j.pubrev.2011.03.012
[10] Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage Publications. https://doi.org/10.1016/0147-1767(85)90062-8
[11] Men, L. R. (2014). Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction. Public Relations Review, 40(2), 1–23. https://doi.org/10.1016/j.pubrev.2014.02.003
[12] Miles, M. B., Huberman, A. M., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). Sage Publications.
[13] Moynihan, D. P., Pandey, S. K., & Wright, B. E. (2012). Setting the table: How transformational leadership fosters performance. Journal of Public Administration Research and Theory, 22(1), 143–164. https://doi.org/10.1093/jopart/muq043
[14] Norris, P. (2011). Democratic deficit: Critical citizens revisited. Cambridge University Press. https://doi.org/10.1017/CBO9780511973388
[15] Palinkas, L. A., Horwitz, S. M., Green, C. A., Wisdom, J. P., Duan, N., & Hoagwood, K. (2015). Purposeful sampling for qualitative data collection. Administration and Policy in Mental Health, 42(5), 533–544. https://doi.org/10.1007/s10488-013-0528-y
[16] Patton, M. Q. (2015). Qualitative research & evaluation methods (4th ed.). Sage Publications.
[17] Porumbescu, G. A. (2016). Linking public sector social media and e-government: Transparency and trust. Government Information Quarterly, 33(2), 291–304. https://doi.org/10.1016/j.giq.2016.04.001
[18] Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenges of leaders. Public Administration Review, 73(4), 553–565. https://doi.org/10.1111/puar.12069
[19] Wæraas, A., & Byrkjeflot, H. (2012). Public sector organizations and reputation management. International Public Management Journal, 15(2), 186–206. https://doi.org/10.1080/10967494.2012.702590
[20] Yang, K., & Holzer, M. (2006). The performance–trust link: Implications for public administration. Public Administration Review, 66(1), 114–126. https://doi.org/10.1111/j.1540-6210.2006.00560.x
[21] Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage Publications.
