22 leadership and conflict management model that is applied to the functional nature of the sporting achievements
of Maluku.
3 Triangulation
Triangulation is done by triangulation techniques, data sources and time. Triangulation techniques researchers did by asking the same thing but with different techniques, namely the interview, observation and
documentation. Triangulation researchers did by asking the same thing through different sources. While Triangulation time conducted by researchers with data collection on various occasions, morning, noon and
evening. By doing this, the triangulation of various data obtained from informants have been able to be aligned with
what is desired by the researchers and the resource itself.
4 Case Analysis Negative Negative case analysis
Perform analysis of negative cases means that researchers are looking for different data or conflicting with the data that has been found. And this much is obtained from informants related to the time training camp area
Pelatda, a transition time of exercise, the history of the formation of KONI Maluku province, causes of conflict, the term of office of leadership and KONI, pattern and strategy. Once confirmed by the resource, then
the negative data got a deal that turned into data that is no different. However, there are some very extreme cases the difference is, until it is a matter for researchers to plunge again into the field, for example regarding
conflict management model adopted by the leaders of the service period 2004-2008 KONI. Unfortunately, until this study is completed the data are yet to be confirmed by the former Chief Executive of the KONI Maluku
service period 2004-2008.
5 Checking Member Member Check
Testing the credibility of the data with the member check, conducted by researchers with the means to discuss research results to the data sources that have provided data through discussion. The sources still exist
which contradict or add data, and desires there are some data that should be eliminated. It then clarified again to obtain certainty as expected.
b. Keteralihan transferability
Transferability an external validity in qualitative research. Transferability with regard to the question to what extent these results can be applied or used in other situations. Therefore, so that others can understand the results of
this study, researchers need to spell out in detail, clear, systematic and credible so that it can be applied in other social situations.
c. Addiction Dependability
Dependability testing has been carried out by an audit of the whole process of research. The audit was performed by an independent auditor as well as by the overall supervisor of the research activities, ranging from
when determining the problem research focus, entered the field, specify the data source, perform data analysis, to test the validity of the data to make a conclusion. Because according to Faisal Sanafiah 1990 if the researcher does
not have and can not show traces of its field activities, the dependability study is dubious.
d. Confirmability confirmability
In this study confirmability test has been carried out in conjunction with the test because the test confirmability dependability means test the results of research, associated with the process. because the research results is a function
of the research conducted, the research has met the standards confirmability. It is also expected by Sugiyono 2004 that in the research process should not be there but the results are there.
IV. DISCUSSION OF RESEARCH
1. Focus 1: Why conflicts in Maluku province KONI leadership
Internal conflicts that plagued province KONI 2004-2008 tenure, involving many components of sports and sports attract people in Maluku. This conflict does not occur suddenly
without any cause and the process, but through certain stages as proposed by Hendricks, 1992 that the process of the conflict through three stages: First, daily events, both, the challenges, and
the third, the emergence of opposition. Everyday events that led to the conflict, as officers and members feel dissatisfied and irritated the
work environment led by the Chief Executive of Drs. August Rich. Some informants say that the conflict exists and happens because of a lack of coordination and communication with KONI
23
members. Whereas a leader should have a strategy to direct and motivate subordinates to consciously engage in cooperation to achieve organizational goals it has set. This, according
Handoko 1992 is a dysfunctional impact of the conflict in which the difficulties of coordination in achieving the goals, cooperation between individuals or groups become damaged, and job
performance and job performance becomes low. On the other side of the board and members agreed that the management KONI was piled
on the one hand single fighter is the Chief Executive of the Sports Committee of Maluku province, so he was free to do anything. These conditions continue to be observed by the board
and members of KONI KONI consisting of district city, Pengprov sports and Functional Sport Agency. Feeling disgruntled officers and members sometimes go away, but it can reappear when
the management and members feel this condition never changes, so it ended up being a nuisance to the performance of individuals in the organization. When this has been regarded as a nuisance
by the board and members that there is a kind of sense of dissatisfaction which ended with a protest against the performance and attitude of the leadership.
Leaders with authoritarian attitudes and selfish can not receive input and corrections so that both the leadership and management and members each hold opinions and to blame the other
party. Each member considers their actions are in accordance with the standards and rules of the organization. This is where the interests of individuals and groups are more prominent than the
interests of the organization. When each individual or group aiming to win and beat the other group then there is conflict. Developing small factions and group cohesiveness is considered
more important than the unity of the organization. This can be seen from their group KONI, the task force group Pelatda PON XVII, KONI is joining the group members in the petition 21,
which requires the resignation of executive director of the office, and a group of coaches and athletes.
Another thing which is considered as the cause of the conflict is because the leadership considered to be highly subjective and a monopoly over all activities. Some sports that feel as
diisolirkan sport by KONI leadership, assume the leadership of KONI already highly subjective act, discriminating sports and favoritism. This means that there is the impression of a group of
people or in part, a coach who thinks that there are sports that favor and there are also sports that are not favored. It would be very disappointing group of people who can have an impact
dysfunctional in the process of coaching and togetherness athletes and coaches. Yet according to MG Lailosa, SH., A former Chief Executive of the KONI Maluku Bakti period 1996-2000 and
Former Chairman of Taekwondo Pengprov 4 four period, that: For a leader both on the level of KONI and pengprov, we must apply truly as a father who has all the children and share the love
as well as possible and do not see that this is a sport that often gets a medal so it must be considered while others do not. If this is the case and consider all projects then Destroyed sport
Interview Monday, May 21, 2010. Based on the discussion to focus 1 above, it can be affirmed that: 1 there is a conflict in the
organization of sport in Maluku that KONI Maluku province. Conflict is multidimensional conflict sara nuances that reach all the people of Maluku and components under KONI sports
organizations Maluku province. 2 The conflict in the leadership from 2004 to 2008 occurred because of the attitude of selfish leaders with authoritarian leadership style, consider themselves
smarter and know better than anyone else, the lack of coordination and communication with members, do not have a building of cooperation, it is very subjective, and a monopoly on
organizational tasks. 3 The conflict in Maluku province KONI organization happened because it was created by the leader of KONI, with the aim to create tension and mutual distrust
antarpimpinan, administrators, and members, so that the leaders more flexibility in financial management and organization KONI Maluku province.
24
2. Focus 2: What is the pattern of leadership that should be applied to the organization of
sport in Maluku that functional impact on the improvement of sports performance Maluku.
In the face of environmental changes and the characteristics of the people of Maluku harsh and emotional, sports organizations such as the KONI Maluku requires firm leadership,
responsiveness, critical and dare to take strategic decisions to achieve a competitive organization and achievement.
KONI has a sports organization such as a subordinate or administrators and members of the organization were separated and consists of important figures of a region or country. At the
central level, central KONI composed of state officials. Say Commander, Chief of Police, and a number of Ministers were involved as a board member and member of KONI. At the provincial
and district city also has a number of local officials who take charge of the organization and members of KONI regions or counties and cities. Governor, Vice Governor, Regent, head of the
Office and a number of the officials, for example, is the local KONI chairman and board. As such, they are members KONI Maluku province.
Sports organizations such as the KONI should Maluku province has enough maturity, resulting in an effort to apply the pattern of leadership by the leader Moluccan KONI will have
no difficulty. Reality says another, because the leadership pattern applied by KONI leader Moluccan when it tenure 2004-2008 is a pattern of leadership that accentuates the distinctive
difference because many reap controversy and protests from officials and members of KONI. Leadership patterns highlighted by a number of informants is a pattern of authoritarian
leadership, want to win themselves, consider themselves smarter than the other, and is very subjective and closed.
Related to the above, Paul Lewerissa, S.Pd., saying that KONI leader when it does not have building good cooperation, so pengprov disadvantaged in terms of financial realization, and
the costs of development of each pengprov. Interview Tuesday, June 23, 2009. Meanwhile, regarding the consistency, Alexander Supusepa, S.Pd., berpen-can that the Chief Executive at
the time the person is not consistent, because it could be another conversation on today, tomorrow it is another. So he was never consistent . Interview Tuesday, June 23, 2009. As
with the Max Apono, KONI term of office 2004-2008 and 2008-2012, he said that When the leader KONI between words and deeds were never in sync. Sometimes invited to sit together but
the decision is contrary to the agreement Interview Tuesday, July 7th, 2009.
Similarly, Drs. January P. Mailoa revealed that at the time Mr. August occurred many management turnover whose purpose is not clear. The beta look at that, who matched deng zinc antua antua definitely changing. It is biking a lot
pengprov that mangamo . I see it, anyone who does not fit in with him, he definitely changed. This is what makes many pengprov are not happy. And this is proven by the number of petitions calling itself pengprov 21. Their
demand was for a pack of August Kaya immediately resign from the post of executive director KONI Maluku Interview Tuesday, June 30, 2009
It is identical to the results of Frank Coole in his book The pulpit and the Throne to the cultural characteristics of the people of Maluku, namely Ose Sapa ism. Which in Ambon Malay language is Ale sapa kong want parintah
beta or what do you who really want my command. This means that there is a kind of feeling do not want to care about other people, do not want to hear the opinions of others, or indifferent. While still in power, I was the only
determinant of policy and decision makers. Here it is clear that individual characteristics as expressed by key informants very prominent in the Moluccas. This is known as an individual culture.
Results of the applied pattern of leadership, achievement of the athletes performance increases. However, the impact of all it is the downfall of the leader KONI next Maluku province of positions. This is because the
leadership style which is less effective in the eyes of members. Its certainly a concern that the true author of Maluku cultural characteristics relative has settled is a phenomenon that can not be ignored because it can affect the
functional but also dysfunctional to the organization. From the discussion above fukus 2 can already be stated that: Maluku KONI sports organizations have
administrators and members of the level of maturity varies so the pattern matching approach to be applied refers to the maturity of subordinates which consists of four 4 types namely: Type one T1 is a member of the board and
25 lower the level of maturity and high mosionalnya characteristics. Suitable approach used is Inviting. Type two T2
is a management and members of the lower level of maturity and emotional characteristics are also lower, matching approach used was Reign. Threes T3 is a management and members who have a high level of maturity and
emotional characteristics are also high. Suitable approach used is Engage. Type four T4 is a management and members who have a high level of maturity and low emotional characteristics, suitable approaches used is Bestow.
Patterns of leadership that should be applied to the organization of sport in Maluku is closed and autocratic leadership patterns autocrats open. at the level of management leadership pattern that should be applied is closed
while the pattern of autocratic leadership at the level of coaching that is made up of athletes and coaches, a pattern of leadership that should be applied is the pattern of autocratic leadership open.
3. Focus 3. How conflict management model that should be applied to the organization of
sport in the Moluccas in order to be functional to the improvement of sports performance Maluku.
One of the problems that often arise in the organization as a result of social processes is the presence of interpersonal and intergroup conflict. The conflict occurred because of many factors, both internal and external.
Internal factors affecting another conflict between selfish attitudes and patterns of leadership, organizations limited resources, control system malfunction, and the haziness in the field of tasks job descriptions. While external factors
that cause conflict, namely social and cultural characteristics of the people of Maluku harsh and emotional, sports science and technology development, regulation and government policy area. It all certainly will adversely impact
the achievement of organizational goals, so a leader must understand the situation at hand. How else to conflict management must be done. Good conflict management need to be preceded by the identification of sources and types
of conflict, knowing the conflict, the conflict classification based on the advantages and disadvantages for the survival of the organization, and choose the appropriate approach to the problem and the objectives to be achieved.
Of these conditions is considered one of the factors that affect the productivity of the organization in the form of achievement athlete is characteristic of Moluccan culture which is considered loud and emotional. It is recognized by
Otis Manuputi former general secretary KONI Maluku I, Former Chief Executive KONI II Maluku, Maluku and sports figures that: The nature of the Moluccas very hard accordance with the surrounding nature and the lifestyles
and livelihoods of people who are always in danger Maluku like crashing dilautan waves while fishing, and when hunting in the forest, where the physical formation naturally fit with the surrounding natural state Interview
Tuesday, May 4th, 2010. Look at the characteristics of the Maluku people are saying that it is hard in a society where conflicts in
Maluku and organizations may not be able to be avoided. Thus, its existence must be accepted even driven and professionally managed by leaders, in order to become a force to bring about change and progress in society and
sports organizations in the Moluccas. However, the opposite is true for a variety act KONI leader when it has created a situation of instability in the organization.
Various administrative reprimand performed continuously both oral and written, is a sanction which some members regarded as intervention in the internal organization of their respective sports. The following statement
Luhulima Ade Secretary Pengprov Taekwondo Indonesia Maluku that: It is mediocre but he still wore the letter. There is a little less or a little late only he had corresponded. Though he is the bias kordinasikan or communicate
well with us? I love examples. Coach Maluku Build program created by KONI itukan coach should be proposed from pengprov, he is resolved themselves. Whereas in taekwondo own pengprov no rules, man already know?
Question addressed to researchers because researchers are also one of the board and senior trainer at taekwondo Interview, Monday, May 21, 2010.
The foregoing impact on communication and coordination are built with officers and members KONI Maluku province. The existence of conflicts in the organization of sport in Maluku known to be caused by various factors,
among others, because of the attitude of selfish leaders, inconsistent, highly subjective and authoritarian organization members. Another thing that is disappointing is because the daily involvement KONI chairman of Maluku in various
polemics that involve various parties, officials, members pengprov sports and athletes and coaches. This actually makes a lot of officers and members became restless and disappointed that affects the motion of no confidence 21
Pengprov which requires the resignation of the chairman of the Sports Committee of the office daily. This is unfortunate joined by Prof. Dr. Tonny Pariela, MA., Chairman of the Sports Committee of Ambon city that
participated commented that: Beta I know little about the patterns of conflict management. the actual source is the leadership of Mr. August KONI Rich, he did figure that leadership conflict tinged with conflict. He conflicted with
pengprov, he conflicted with its own task force and with KONI too, so in principle it is the source of the August this Rich Interview Friday, July 3rd, 2009.
This is justified by Max Apono, KONI Maluku period of 2004 until now. According Apono that conflicts throughout the beta I know it occurs daily between KONI chairman with his staff and then before PON XVII to
Samarinda it also conflicts between these Kaya August with the task force, and with pengprov sports KONI member
26 Maluku so the result is conflict everywhere in the organization of sport in Maluku, especially with daily KONI
chairman Maluku. This is justified by Piet Manuputty KONI secretary pengprov Ambon and Maluku PBVSI that: What if we do not get angry? he regarded us in this pengprov same as his servants in the Department of Education.
Never good communication with us, he always hit us with letters. The letter, a reply had not yet had time to overtake another letter. Already then he never invite us to discuss, he considers in Maluku there is no more intelligent than he,
only he alone Interview Saturday, June 5th, 2010. Given the failure to manage conflict could hamper the achievement of the organization, then it should be the choice of control techniques of conflict to the attention of the
leader of the organization in the Moluccas. Stimulation of the conflict is necessary if work units within the organization is too slow in carrying out the
work as a low-level conflict. This is evident in the achievement of a low Maluku contingent on the number of times of participation in the PON is also low-level conflict. From the search results the authors, it appears that since
participation contingent on PON II Maluku in Jakarta in 1952 until the PON XVII in East Kalimantan in 2008. PON is a low-level conflict in the PON II, up to the IX PON, PON PON XII to XIV and PON XVI.
Activities stimulate conflict by KONI leader when it actually existed, but not directed so bias and conflict actually widened. Of data held by KONI Maluku province, shows that in the period of 2004-2008 has happened
several times reorganizing the management KONI Maluku province. The first reorganization carried out on October 15, 2004 by the Decree of the Chairman of the Sports Committee of Maluku Province Number 09 Year 2004
concerning the appointment of Mr. Drs. Jan. P. Mailoa as General Secretary replaces Br. Drs. August Rich. The second reorganization was done on March 27, 2006 by the Decree of the Chairman of the Sports Committee of
Maluku Province, Number 03 Year 2006 regarding the Dismissal With regards some board KONI Maluku province Bakti period 2004-2008, followed by the issuance of the Decree of the Chairman of KONI Number: 54 2006 dated
May 4, 2006 on Conservation Amendment KONI Board Inter Time Period Bakti Maluku province from 2004 to 2008. Furthermore, the third reorganization conducted on January 4, 2008 by the Decree of the Chairman of the
Central Sports Committee No. 044 of 2008 on the Ratification of the Inter Change Time KONI Board of Maluku Province term of office 2004-2008. me-reorganization of the decision of the management, there has been a new
board promotion and relegation old board, roling positions and restructuring the composition of the management KONI Maluku province. Doc, SK. KONI attached.
In the core management KONI has occurred rotation and restructuring of leadership positions. The data documentation is in KONI Maluku province proves there are some changes from the first deputy chairman and
deputy chairman II. Vice chairman I were first held by MG Lailosa, SH, deputy chairman II chaired by Drs. August Kaya also serves as executive director KONI. For some reason, M.G. Lailossa, SH, later replaced by Drs. Taher
Hanubun. In the course of time Drs. Taher Hanubun replaced by Drs. Jan. P. Mailoa, while the Vice Chairman II is still held by Drs. August Rich. This position does not last long because then there was the restructuring of the post of
deputy chairperson so that I, Drs. Jan, the P. Mailoa rotated to a new position is deputy chairman II replace Drs. August Rich. While Drs. August Kaya positioned itself as the first deputy chairman as well as chairman of KONI
daily. Doc, SK. KONI attached. Policies to restructure, reorganize and rotational position so many in Maluku KONI management service period
2004-2008, should have been in accordance with the opinion of Handoko 1992, which says that: The activities of conflict stimulation consists of; A include members who have the attitude, behavior and views that are different
from the norm, b restructure the organization, especially rotation of office and a new division of tasks, c communicate information that is contrary to the habits of experienced, d increase competition by offering
incentives, promotions or other awards, e elect new leadership more democratic . However, the opposite is true because of conflict within the organization have increased and rise to polemics
and conflicts everywhere and ended up with a no-confidence motion on 21 pengprov sports, the task force loud protests Pelatda PON Kaltim XVII and komplein the athletes and coaches of the condition Pelatda and KONI
organization Maluku Province. Collaboration or cooperation is how to resolve the conflict that allows both parties to the conflict to work
together and find solutions to problems completely and satisfactorily. Conflict resolution techniques have been conducted and facilitated by the Governor of Maluku who is the chairman of the Sports Committee of Maluku
province. In his wisdom, the two sides finally warring facilitated to resolve the problem in Jakarta in November 2009. The meeting then ended with the reorganization of the management of KONI Maluku. Nevertheless, the
conflict situation can not be ended because the demands of the petition 21 about the resignation of Drs. Rich August daily from the post of chairman of KONI Maluku were not met. Thus the purpose of collaboration so that each group
wins and no defeat was also not achieved. Similarly, cooperative effort, confrontation, compromise, the use of power, dodge, through a third party, and
rotational positions has actually done, but with a closed and self-centered attitude KONI leader when it results in what is expected has not been achieved.
27 From the discussion focus 3 above, it can be affirmed that: conflict management model that is suitable to be
applied to the organization of sport in Maluku is to stimulate the emotional instinct officers and members including the athletes and coaches to the optimal level by making emotional as motivation to excel.
Culture famous Maluku society with harsh and emotional individual, suitable to be developed to pursue individual sport branch and hard like; boxing, athletics, fencing, rowing, taekwondo, karate and other individual
sports
V. RESEARCH FINDINGS
