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The purpose of this study was to: 1 Identify the cultural characteristics of the people of Maluku in the context of the organization of sport so as to contribute to the improvement of
sports performance Maluku. 2 Finding leadership theory Moluccan community-based cultural characteristics. 3 Menemukankan conflict management model of community-based cultural
characteristics of Maluku.
II. BASIC THEORY
1. Nature of Leadership
In the face of a changing environment, organizations need leaders who are responsive, critical and dare to take the strategic decision to achieve a competitive organization. A leader has a strategy to direct and motivate
subordinates to consciously engage in cooperation to achieve the goal. Leadership behavior that is displayed in the managerial process is consistently referred to as a style style leadership.Leadership style was intended as a way of
behaving that are typical of a leader of the group members. Style authoritarian or autocratic style of leadership is built on the basis of power. Followers often motivated
by fear. With this style, the leader commanding his followers to do the job and is expected to finish without having to wonder. This style only know very little delegation of authority and leaders do not provide an explanation of
what to do. Authoritarian leaders are usually very much to do with his followers and style of leadership was often create hatred against the leader. In practice, things that happen are: 1 All events are determined by the leader 2
All activities are dictated by the leader and this will make followers feel do not know about the next steps and even the loss of confidence, 3 Followers directed at each stage in terms of what to do, how to do it, and with whom he
will do it, and 4 Although the leaders tend to give personal criticism in any tasks assigned to each of his followers, he is still far from the participation of the group, unless hes right -Right to work in the group.
In general, there are three approaches or styles of leadership, namely: 1 leadership approach according to the nature traits model, 2 leadership approach is based on a theory of behavior behavioral model, 3
leadership contingency theory contingency model. The approach is based on assessing the nature of temperament and abilities that mark the characteristics of a successful leader and unsuccessful. Behavior-based approach
focusing on actions taken in implementing the leader in managerial jobs. Furthermore, the contingency approach to assess the fit between the behavior of leaders with situational characteristics, especially the level of maturity of
subordinates. Each style of leadership shown by the level of maturity takes into account all the employees. according to
Hersey, Blanchard 1986 is divided into four categories and each level is denoted with the letter M maturity. Employees who have the ability and maturity is low and not sure would succeed denoted by M1, employees who
have the ability to moderate and low willingness denoted by M2, employees who have high ability but a low willingness denoted by M3, while employees have the ability and willingness of high and sure success in
performing the task denoted by M4. Leadership style based on the maturity level of employees represented by a curve that moves through four
squares leadership. The bell-shaped curve is called Swing perspective mentioned sebaai variety of leadership styles based on the level of maturity of the employees. Employees maturity levels can be identified into four
categories namely; low level, medium level, middle level, and high. Instructive style telling is applied to the subordinate low maturity level M1. Instructive style applied to a
subordinate who can not afford and do not dare to take responsibility, when duty requires clarification, the setting direction and supervision in particular. Leadership style is instructive G1 the right to apply to subordinates who
are unable and unwilling to accept responsibility. Leaders carry out strict supervision, thus the degree of human relationship in the low category but high attention to the organization.
Consultative style consultative subordinates who have applied for low-medium maturity . Bottoms this type is not able to carry out tasks independently but want to take responsibility . They still need the guidance of
behavior because it has not been able to accept full responsibility . Leaders still need to conduct a briefing via two- way communication and explanations that focus on the tasks that need to be implemented . Leaders continually
provide supporting that subordinates used to do the work properly and train subordinates to give suggestions to the discretion of the organization. Consultative leadership style G2 the right to apply to such a situation . Leaders
show a high task behavior and relationship behavior is high. Participative style participating suitable to be applied to a subordinate who has the maturity high medium,
because it has the ability to perform the duties that will be imposed but the implementation is still happening doubt. The subordinates on the level of development like this has the ability but does not have the will to carry out the
task M3. In carrying out the style of participation, leadership must open itself to the implementation of
16 constructive dialogue and active attention to efforts that support the ability of subordinates. G3 called the
participative style as a leader and subordinates have contributed to the decision making process. Key to the success of leadership is actively listen and provide motivation to the subordinates.
Delegative style delegating is applied to the subordinates who have a high maturity. At the high maturity level, the subordinate has the ability and willingness M4. Few leaders have given direction, because the
employees can describe programs and institutions perform well. Decide the best solution for the sake of success in achieving organizational goals. Participative style include low task behavior and relationship behavior Low G4.
From the foregoing, it can be said that, the application of leadership style variations need to be adjusted to the level of ability and willingness of subordinates in carrying out the duties and responsibilities given. The
description of the leadership contingency theory that gave birth to the situational leadership style can be used as consideration for the leaders of the organization in directing and influencing subordinates in the achievement of
organizational goals.
2. Nature of Conflict
