P-ISSN: 2808-5957
E-ISSN: 2808-6724
ijoms.internationaljournallabs.com
1948
OBSERVING DIGITAL LEADERSHIP MODEL THROUGH
INTERPRETATIVE PHENOMENOLOGICAL ANALYSIS A LA
REGULATOR DURING PANDEMIC ERA
Ridhony Marisson Hasudungan Hutasoit
1
, Florentina Kurniasari
2
, Ringkar Situmorang
3
Department of Technological Management, University of Multimedia Nusantara, Tangerang, Banten, Indonesia
1
ridhony.marisson@student.umn.ac.id
2
florentina@umn.ac.id
3
ringkar.situmorang@umn.ac.id
ARTICLE INFO
ABSTRACT
Published: November 23
rd
,
2022
The COVID-19 pandemic has had a significant impact on changing people's
behavior. The pandemic has become one of the accelerators for the
acceleration of human civilization to internalize technology in various
dynamics of human life. One of the sectors affected by this pandemic is the
financial services sector, which includes the banking sector, capital
markets, and the non-bank financial industry. This dynamic needs to be
responded by the Financial Services Authority (OJK) as the regulator,
supervisor, and enforcer and consumer protection service in the financial
services sector in accordance with Law Number 21 of 2011 concerning the
Financial Services Authority. The role of OJK representatives in the regions
became significant as an extension of the head office. The role of digital
leaders is needed in achieving task force performance through digital
transformation. The phenomenological approach is an option in this
research as a medium to explore research problems. Researchers use
Interpretative Phenomenological Analysis (IPA) as a data analysis
technique in tracing the meaning of the phenomenon that occurs. Based on
the results of research conducted by the OJK of Southeast Sulawesi
Province, seven qualities of the digital leader model in the success of digital
transformation consisted of digital literacy, vision, stakeholder concern,
agility, risk taking, collaboration, and compliance with regulations/policies.
Keywords: pandemic, leaders,
digital, regulators
This work is licensed under CC
BY-SA 4.0
INTRODUCTION
The COVID-19 pandemic has caused significant changes in people's behavior, especially in
the use of technology to carry out daily activities. Pandemics are one of the accelerators for the
acceleration of human civilization to internalize technology in various dynamics of human life
(Skulmowski & Rey, 2020). One of the sectors affected by this pandemic is the financial services
sector which includes the banking sector, capital market, and non-bank financial industry
(Kurniasari et al., 2021). This dynamic needs to be responded to by the Financial Services
Authority (OJK) as the regulator, supervisor, and enforcer and consumer protection service in the
financial services sector in accordance with Law Number 21 of 2011 concerning the Financial
Services Authority (OJK Law). Regarding national policies, OJK issued a countercyclical policy
in the form of relaxation of credit/financing assessments of Financial Service Institutions (PUJK)
and consumers who were economically affected by the presence of the pandemic. The policy is
stated in legal products, namely POJK 11/POJK.03/2020 for the banking sector (Peraturan
Otoritas Jasa Keuangan (POJK) Nomor 11/POJK.03/2020 Tentang Stimulus Perekonomian
Nasional Sebagai Kebijakan Countercyclical Dampak Penyebaran Corona Virus Disease 2019
Yang Telah Diubah/Diperpanjang Melalui POJK Nomor 48/POJK.03/2020 Tahun 2020 Tentang
Perubahan Atas Peraturan Otoritas Jasa Keuangan Nomor 11/POJK.03/2020 Tentang Stimulus
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1949 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
Perekonomian Nasional Sebagai Kebijakan Countercyclical Dampak Penyebaran Corona Virus
Disease 2019, 2020) and POJK Number 14/POJK.05/2020 for the Non-Bank Financial Industry
(IKNB) sector (Peraturan Otoritas Jasa Keuangan (POJK) Nomor POJK Nomor
14/POJK.05/2020 Tentang Peraturan Otoritas Jasa Keuangan Tentang Kebijakan
Countercyclical Dampak Penyebaran Corona Virus Disease 2019 Bagi Lembaga Jasa Keuangan
Nonbank Yang Telah Diubah/Diperpanjang Melalui POJK Nomor 58/POJK.05/2020 Tentang
Perubahan Atas Peraturan Otoritas Jasa Keuangan Nomor 14/POJK.05/2020 Tentang Kebijakan
Countercyclical Dampak Penyebaran Corona Virus Disease 2019 Bagi Lembaga Jasa Keuangan
Non-Bank, 2020). The regulation has undergone changes including to extend the enforceability of
the rule.
The role of OJK representatives in the regions becomes significant in monitoring the
implementation of these policies. In addition, community services still need to be carried out amid
physical restrictions in order to prevent the spread of the COVID-19 virus. Based on Article 4 of
POJK 31/POJK.07/2020 concerning the Implementation of Consumer and Community Services
in the Financial Services Sector by the Financial Services Authority, the types of services that can
be utilized by consumers include consumer representatives and the community in the form of
information receipt services, information delivery services, and complaint services . Based on data
from the Southeast Sulawesi Provincial OJK (2021), there was a significant increase in the quantity
of consumer and community services during the pandemic in 2020 by 864% (when compared to
the realization in 2019). In addition, OJK Southeast Sulawesi has the task of continuing to carry
out supervision to PUJK which is headquartered in the work area of the work unit, education to
the community, implementation of publications/public relations, to interaction with stakeholders
in achieving the performance of the work unit. For the implementation of education, the COVID-
19 pandemic has changed the traditional learning system into an active digital learning space due
to the formation of the need for distance (Fernández-Prados et al., 2021).
Therefore, the use of technology is inevitable by the leader of the work unit at OJK Southeast
Sulawesi. The use of this technology opens up a space for leadership methods that are connected
to the existence of digital leaders. In line with DeLuca et al. (2017) who stated that digital
leadership involves the strategic use of an entity's information technology assets to maximize its
business achievements. The acceleration of the use of the Consumer Protection Portal Application
and the Official and Archives Manuscript Management System (Sistem Pengelolaan Naskah Dinas
dan Arsip, Sipena) is an example of what the task force leader did.
Other aspects are certainly inherent in the digital leader model. It means that the leader of
OJK Southeast Sulawesi is seen as implementing the role of a digital leader during the pandemic.
The role of digital leader is needed to achieve task force performance through digital
transformation. This is the basis for this research to explore how the model of digital leaders carried
out by OJK Southeast Sulawesi management during the pandemic was taken with a duration of 12
months, namely from March 2022 to March 2022.
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1950 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
METHOD
The phenomenological approach is an option in this research as a medium to explore research
problems. Phenomenology is seen as a methodology that is carried out through the exploration of
phenomena in consciousness as well as a means to understand the things inherent behind the
phenomenon in question. The type of phenomenology used is hermeneutic. Based on the
Encyclopedia of Phenomenology (1997), hermeneutic phenomenology discusses the upper
structure of the interpretation of human life experience or explores the process of forming
experiences from oneself and others.
The use of Interpretative Phenomenological Analysis (IPA) as a data analysis technique in
tracing the meaning of phenomena that occur is the choice of researchers. As a double hermeneutic,
Smith et al. (2009) states that IPA makes the subject or resource person the focus in interpreting
life experiences combined with the meaning that researchers make of the subject's life experiences.
This further confirms that the Science Technique is useful for tracing the subject's meaning of
personal and social life. The IPA is performed with the steps in Figure 1 as follows:
Figure 1. Stages of Interpretative Phenomenological Analysis (IPA)
Source: Smith, Flower & Larkin (in Tindall, 2009)
Data/information collection was carried out by means of a Focus Group Discussion (FGD)
to 10 speakers with the code NAR1FGD to NAR10FGD. The implementation of the FGD was
carried out in two stages with the characteristics of the speakers in Table 1 as follows:
Table 1. Characteristics of Interviewees
No.
Characteristic
Sum
Percentage
1
Age
20-23 Years
7
70%
24-33 Years
3
30%
2
Gender
Man
8
80%
Woman
2
20%
3
Education
High School/College
6
60%
D III
1
10%
S1
3
30%
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1951 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
4
Period of Work/Cooperation at OJK
1-3 Years
10
100%
5
Occupation/Profession
Student
4
40%
Businessman
6
60%
Source: Research Data Processing Results (2022)
In addition to FGD, this study uses four relevant internal documents as a means of
clarification and confirmation or complement in the collection of data/information in Table 2
below:
Table 2. Internal Documents of the Research Support Task Force
No.
Document Code
Title/Point of Substance of the Document
1
DI-01
Impact Report on the Implementation of Triumphing Strategy
(Trust) 2.0 2020
2
DI-02
Submission of Quality Considerations or Added Value of OJK
Performance of Southeast Sulawesi Province in 2020
3
DI-03
Dilan Class Implementation Report 2020
5
DI-04
Report on the Impact of Optimizing Non-Face-to-Face Consumer
Protection and SLIK Services at OJK Southeast Sulawesi
Source: OJK Southeast Sulawesi, 2020
RESULT AND DISCUSSION
The results of research on the phenomenon of the existence of digital leaders carried out by
the management of OJK Southeast Sulawesi through science analysis are presented with the main
theme and superordinate theme in Table 2 below:
Table 3. Parent and Superordinate Theme Assignments
No.
Parent Theme
Superordinate Theme
1.
Dialogue space
with changing
environment
a) Understand the needs of stakeholders;
b) Understand the technology to be used including applications
provided by the Head Office, including the Dinas and Archives
Manuscript Management System (Sipena) and the Consumer
Protection Portal Application (APPK).
2.
Participation
space on
Internal and
External
Policies
a) Understand the policy mix issued by the head office,
government, and other related institutions;
b) Publish or disseminate at the discretion of the head office;
c) Monitoring policies issued by the head office;
d) Comply with policies issued by the Government, especially
regarding health protocols or physical restrictions.
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1952 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
3.
Space for
interaction with
External Parties
a) Synergy with local government programs;
b) Collaboration with various stakeholders;
c) Appreciation for the contributions made by stakeholders;
d) Publication of the achievement of the performance of the task
force including innovations carried out;
e) Involvement of emotional closeness with the fostered
community through micro-attention, involvement, and intense
technical coaching;
f) The implementation of tasks that remain correlated with the
vision and mission of the OJK.
4.
Innovation
space to achieve
task force
performance
targets
A) Preparation of innovation designs that refer to Key
Performance Indicators (ICUs);
B) Raising ideas for the development of innovations between
work units (internal) and external parties;
C) The form of innovation execution is part of the risk taken by
management.
Source: Research Data Processing Results (2022)
Dialogue Space with a Changing Environment
This space for dialogue with a changing environment brings the perception of speakers that
digital leaders consider the needs of stakeholders' interests, especially related to needs due to the
impact of the pandemic. In addition, the understanding of technology that has been provided by
the head office is one of the media to accelerate and maintain the sustainability of the work unit's
business processes. On the other hand, the implementation of programs/activities has undergone a
significant change from offline to online. Liguori and Winkler (2020), stated the same thing in the
scope of educational organizations that are forced to switch all teaching facilities/tools to online.
The dynamics of selecting applications to carry out the process of such activities become a
technical part that provides sufficient adaptation time with respect to data understanding and
security. When referring to the concept of Promsri (2019), the quality of agile and knowledge and
digital literacy is a harmonious scope in this space.
Participation Space on Internal and External Policies
This space for participation in internal and external policies is a theme that has been captured
in connection with various regulations/policies from the head office, government, and other
relevant agencies to anticipate the impact of the COVID-19 pandemic. Han et al. (2021) stated that
the important role of governments around the world is a necessary part of addressing the public
health crisis while reducing the economic impact of the pandemic. For example, in the health
aspect in the form of responsive measures and regulations to prevent disease transmission,
including social distancing, hand washing, self-isolation (WHO, 2022). This is the reason that
health and economic aspects are the most dominant policies captured during the pandemic. The
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1953 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
speakers explained that as a regulator, OJK Southeast Sulawesi implements compliance with
regulations/policies is part of the acceleration of dissemination of these regulations/policies
through exemplary. In addition, the role of OJK Southeast Sulawesi is to monitor the compliance
of Financial Service Institutions (PUJK) for policies issued by the head office. The implementation
of this also builds the credibility of the government to strengthen trust and increase public
satisfaction with the performance carried out (Uslaner, 2018; Zmerli & van der Meer, 2017). Supervision
policies and public/consumer services that are digital/in-network are also a concern for OJK
Southeast Sulawesi to be implemented immediately. For health protocols also in public/consumer
services, one of the command policies that are carefully followed. When referring to the concept
of Promsri (2019), compliance with policies/regulations can be an addition to the quality of digital
leaders.
Space for Interaction with External Parties
The space for interaction with external parties is realized through program synergy with
stakeholders. The form of collaboration observed by the resource persons included the
programs/activities of OJK Southeast Sulawesi synchronized with the efforts of other agencies to
increase cashless payments and the provision of expert/practitioner speakers in the implementation
of educational activities. In this space, the strength of collaboration is shown by the management
of OJK Southeast Sulawesi, especially related to the implementation of innovations built and even
to develop these innovations. The look of Fu et. al (2022) is in line with this where increasing
innovation can be done with collaboration. On the other hand, the implementation of the duties
carried out by OJK Southeast Sulawesi is considered to remain in line with the vision and mission
of the OJK related to the implementation of regulation, supervision and consumer protection in
the financial services sector. When referring to the concept of Promsri (2019), the quality of
collaboration and vision becomes a harmonious scope in this space.
Innovation Space to Achieve Task Force Performance Targets
The innovation space to achieve the performance targets of the task force provides an
illustration that the phenomenon of digital leadership is related to the strengthening of the Key
Performance Indicators (IKU) of the work force. The involvement of internal and external parties
in building and developing innovations is something that the resource person believes in. In
addition to performance achievement, the successful implementation of innovations that expand
the benefits in the aspect of increasing the quantity and efficiency of services to the reach of
participants / communities is the result of the courage of execution to carry out these innovations.
Research by Rajapathirana and Hui (2018) confirms that innovation has a greater influence on the
achievement of company performance. The exhibition space is contained in internal documents
when developing the innovation including resource support provided by the task force leader.
When referring to the concept of Promsri (2019), the quality of collaboration and risk-taking is a
harmonious scope in this space.
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1954 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
Based on the foregoing, when compared to the Promsri model (2019) which has six digital
leader qualities, this study succeeded in obtaining changes or additions to related qualities as
follows:
a. OJK Southeast Sulawesi as a regulator makes the quality aspects of consumer
understanding become broader, namely the quality of understanding of stakeholders. This
is a concern because as a regulator, OJK Southeast Sulawesi does not have consumers or
does not issue products and/or services that are used as part of the work unit business;
b. In the space for participation in Internal and External Policies, there is an increase in
leadership qualities related to compliance with head office and/or government policies or
quality compliance.
Therefore, the findings of this study with the context of organizations that act as regulators
make the digital leader model found by Promsri undergo changes and increase the quality /
characteristics of the digital leader model into seven qualities consisting of Digital Knowledge and
literacy, Vision, Understanding of stakeholders (stakeholder concern), Agility, Risk Taking,
Collaboration, and compliance with regulations/policies. It can be illustrated in Figure 3 as
follows:
Figure 3. Seven Qualities in a Regulator-style Digital Leader Model
Source: Research Data Processing Results (2022)
CONCLUSION
This research discusses the phenomenon of the digital leader model by tracing the inherent
qualities in it based on the management behavior of OJK Southeast Sulawesi during the Pandemic.
Based on the results of the IPA analysis of speakers and documents, four rooms were obtained that
became the main theme to describe the quality of digital leaders, namely a dialogue room with a
changing environment, space for participation in internal and external policies, space for
interaction with external parties, and innovation space to achieve task force performance targets.
In this space, the research findings answer the context of organizations that act as regulators related
to the digital leader model having seven qualities consisting of digital literacy, vision, stakeholder
concern, agility, risk taking, collaboration, and compliance with regulations/policies.
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1955 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
Furthermore, this research provides advice to OJK Southeast Sulawesi to strengthen the role
of leaders through increasing understanding and utilization of technology to all employees
including non-organic employees and strengthening the use of data/information derived from the
implementation of innovations to improve the quality of stakeholder concerns that have been
collected data/information.
The limitations of this study lie in the entity under study that has a role as a regulator that is
not necessarily relevant to the entity that has a different role as well as the perspective taken with
the period that has been determined in this study. Therefore, further research can expand the scope
of research not only in one work unit. The incorporation of data analysis can be carried out even
in the same methodology for example between the types of phenomenology itself, or the use of
methodologies again that can dig deeper due to the direct presence of researchers in observations
such as ethnography or ground theory.
The implications of this research are expected to be theoretically useful to further develop
and multiply the understanding of digital leadership models or concepts. In practical terms, every
quality/characteristic found can be a means of improving and evaluating the capacity and
competence of OJK Southeast Sulawesi employees to prepare future leaders of the OJK in general
who are connected to the potential or talents of each employee, ranging from staff levels to work
unit leaders.
REFERENCE
DeLuca, C., Bolden, B., & Chan, J. (2017). Systemic professional learning through collaborative
inquiry: Examining teachers’ perspectives. Teaching and Teacher Education, 67.
https://doi.org/10.1016/j.tate.2017.05.014
Embree, L. E., Behnke, E. A., Carr, D., Evans, J. C., Huertas-Jourda, J., Kockelmans, J. J.,
McKenna, W. R., Mickunas, A., Mohanty, J. N., & Seebohm, T. M. (1997). Encyclopedia of
phenomenology. Springer.
Fernández-Prados, J. S., Lozano-Díaz, A., & Ainz-Galende, A. (2021). Measuring digital
citizenship: A comparative analysis. In Informatics (Vol. 8, Issue 1).
https://doi.org/10.3390/informatics8010018
Fu, X., Fu, X. (Maggie), Ghauri, P., & Hou, J. (2022). International collaboration and innovation:
Evidence from a leading Chinese multinational enterprise. Journal of World Business, 57(4).
https://doi.org/10.1016/j.jwb.2022.101329
Han, Q., Zheng, B., Cristea, M., Agostini, M., Bélanger, J. J., Gützkow, B., Kreienkamp, J.,
Leander, N. P., & Collaboration, P. (2021). Trust in government regarding COVID-19 and
its associations with preventive health behaviour and prosocial behaviour during the
pandemic: a cross-sectional and longitudinal study. Psychological Medicine, 1–11.
Kurniasari, F., Gunardi, A., Putri, F. P., & Firmansyah, A. (2021). The role of financial technology
to increase financial inclusion in Indonesia. International Journal of Data and Network
Science, 5(3). https://doi.org/10.5267/j.ijdns.2021.5.004
Observing Digital Leadership Model through Interpretative Phenomenological Analysis a la Regulator
during Pandemic Era
1956 | I n d o n e s i a n J o u r n a l o f M u l t i d i s c i p l i n a r y S c i e n c e , 2 ( 2 ) , N o v ,
2022
Liguori, E., & Winkler, C. (2020). From offline to online: Challenges and opportunities for
entrepreneurship education following the COVID-19 pandemic. In Entrepreneurship
Education and Pedagogy (Vol. 3, Issue 4). https://doi.org/10.1177/2515127420916738
Peraturan Otoritas Jasa Keuangan (POJK) Nomor POJK Nomor 14/POJK.05/2020 tentang
Peraturan Otoritas Jasa Keuangan tentang Kebijakan Countercyclical Dampak Penyebaran
Corona Virus Disease 2019 bagi Lembaga Jasa Keuangan Nonbank yang telah
diubah/diperpanjang melalui POJK Nomor 58/POJK.05/2020 tentang Perubahan atas
Peraturan Otoritas Jasa Keuangan Nomor 14/POJK.05/2020 tentang Kebijakan
Countercyclical Dampak Penyebaran Corona Virus Disease 2019 bagi Lembaga Jasa
Keuangan Non-Bank, (2020) (testimony of Otoritas Jasa Keuangan).
Peraturan Otoritas Jasa Keuangan (POJK) Nomor 11/POJK.03/2020 tentang Stimulus
Perekonomian Nasional Sebagai Kebijakan Countercyclical Dampak Penyebaran Corona
Virus Disease 2019 yang telah diubah/diperpanjang melalui POJK Nomor 48/POJK.03/2020
Tahun 2020 tentang Perubahan atas Peraturan Otoritas Jasa Keuangan Nomor
11/POJK.03/2020 tentang Stimulus Perekonomian Nasional Sebagai Kebijakan
Countercyclical Dampak Penyebaran Corona Virus Disease 2019, (2020) (testimony of
Otoritas Jasa Keuangan (OJK)).
Otoritas Jasa Keuangan Provinsi Sulawesi Tenggara. (2021). Bincang jasa keuangan (BIJAK)
bulan Mei dan Juni 2021.
Promsri, C. (2019). Developing model of digital leadership for a successful digital transformation.
Business Management - GPH International Journal, 2(8).
Rajapathirana, R. P. J., & Hui, Y. (2018). Relationship between innovation capability, innovation
type, and firm performance. Journal of Innovation and Knowledge, 3(1).
https://doi.org/10.1016/j.jik.2017.06.002
Skulmowski, A., & Rey, G. D. (2020). COVID-19 as an accelerator for digitalization at a German
university: Establishing hybrid campuses in times of crisis. Human Behavior and Emerging
Technologies, 2(3). https://doi.org/10.1002/hbe2.201
Smith, J. A., Flowers, P., & Larkin, M. (2009). Interpretative phenomenological analysis-theory,
method, and research. Sage Publications.
Tindall, L. (2009). J.A. Smith, P. Flower and M. Larkin (2009), Interpretative phenomenological
analysis: Theory, Method and Research. Qualitative Research in Psychology, 6(4), 346–347.
https://doi.org/10.1080/14780880903340091
Uslaner, E. M. (2018). The Oxford handbook of social and political trust. Oxford University Press.
WHO. (2022). Advice for the public: Coronavirus disease (COVID-19). World Health
Organization.
Zmerli, S., & van der Meer, T. W. G. (2017). Handbook on political trust. Edward Elgar
Publishing.
