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All Journal International Journal of Social Science and Community Service
S., Basir
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Arts Humanities Environmental Science

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Adoption of Digital Leadership Style in Guiding Deviant Behavior of Police Personnel at Metro Jaya Regional Police Hayati, Valent Furi; S., Basir; Gani, Yopik
International Journal of Social Science and Community Service Vol. 3 No. 3 (2025): July
Publisher : CV. Proaksara Global Transeduka

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70865/ijsscs.v3i3.97

Abstract

Digital leadership style emphasizes the leader's ability to understand information technology and digital systems, data-driven decision making and analysis, quick response to environmental and technological changes, emphasis on information transparency, innovation, creative thinking, and inspiring change. This scientific article aims to conceptualize the adoption of digital leadership in coaching against misconduct of Polri members at Metro Jaya Regional Police. The method used is a qualitative approach with descriptive analytics to provide detailed descriptions of occurring situations. The data used includes primary and secondary data. Data collection techniques include observation, interviews, and document studies. The author tests data accuracy and validity using triangulation techniques. Research results show that leadership at Metro Jaya Regional Police still faces several weaknesses such as being militaristic in nature, lacking measurable future digital vision, limited managerial capabilities, insight and understanding of technology-based transparency concepts, limited mastery of digital-based facilities and infrastructure, minimal problem-solving policing capabilities, and insufficient attention to digital development and environmental directions. Strategies that can be applied in implementing digital leadership in coaching against misconduct of Polri members at Metro Jaya Regional Police include establishing vision, mission, and strategic direction of digitalization in member coaching, building digital systems that support coaching and early detection of violations, improving personnel capabilities in using and managing digital systems, operating digital systems gradually and integrated into coaching processes, assessing implementation effectiveness and conducting continuous improvement, and making digital leadership an embedded work culture.
Analysis of Operation Damai Cartenz Planning in the Management of Armed Criminal Group Mitigation in Papua Librian, Andre; Setyabudi, Chairul Muriman; S., Basir
International Journal of Social Science and Community Service Vol. 4 No. 1 (2026): January
Publisher : CV. Proaksara Global Transeduka

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70865/ijsscs.v4i1.109

Abstract

Cartenz Peace Operation  is a continuation of the Papua Task Force (2016) and Operation Nemangkawi (2018). The existence of Operation Cartenz Peace indicates a rapid shift in nomenclature. However, an in-depth analysis of its formation process reveals critical gaps in standard police operational procedures. There has been no in-depth study or planning conducted prior to each name or strategy change. In fact, a successful operation must be based on careful planning that begins with a comprehensive study. The study intends to examine the planning issues of the Cartenz Peace Operation and suggest reclassifying it as an Enhanced Routine Activity (KRYD) for better management of armed criminal groups in Papua. The research method used is qualitative-descriptive. The approach used in this study is a case study. Operation Cartenz Peace was chosen as a unique and specific case for in-depth analysis. The analysis will focus on the planning process, decision-making, policy implementation, and evaluation of the results of this operation. The results and discussion reveal that Operation Cartenz Peace did not meet the criteria for a police operation. Operation Cartenz Peace should be reclassified as an Enhanced Routine Activity (KRYD). This classification denotes activities conducted by regional units with increased personnel and budget allocations, without the rigid time limitations that characterize formal operations.
Co-Authors Chairul Muriman Setyabudi Gani, Yopik Hayati, Valent Furi Librian, Andre