DINAMIKA KEPEMIMPINAN PADA HOTEL BERUSIA DELAPAN BELAS TAHUN: KAJIAN SIKLUS HIDUP ORGANISASI, KOMITMEN KARYAWAN, DAN MANAJEMEN PERUBAHAN PADA ASTON DENPASAR HOTEL & CONVENTION CENTER
Keywords
Kepemimpinan Transformasional, Siklus Hidup Organisasi, Aston Denpasar, Model Kotter, Komitmen OrganisasiAbstract
Penelitian ini bertujuan untuk menganalisis dinamika kepemimpinan pada Aston Denpasar Hotel & Convention Center yang telah beroperasi selama delapan belas tahun sejak resmi dibuka pada 1 Januari 2008 (Agoda, 2026; Klook, 2026)1. Melalui perspektif teori siklus hidup organisasi, posisi hotel ini dianalisis berada pada fase kedewasaan (maturity), yang menuntut adaptasi gaya kepemimpinan guna menghindari inersia struktural. Penelitian ini mengeksplorasi efektivitas gaya kepemimpinan transformasional, transaksional, dan situasional dalam meningkatkan komitmen organisasi serta kinerja karyawan berdasarkan data empiris industri perhotelan di Bali dan Indonesia. Hasil analisis kuantitatif menunjukkan bahwa lingkungan kerja dan motivasi memiliki pengaruh positif signifikan terhadap kinerja karyawan tetap di Aston Denpasar (Putri & Parwati, 2023)3. Selain itu, dirumuskan strategi transisi manajemen perubahan menggunakan Model 8-Langkah Kotter untuk mengatasi resistensi staf terhadap adopsi teknologi digital. Kajian suksesi kepemimpinan pada bisnis keluarga juga dibedah untuk memberikan kerangka tata kelola yang profesional. Hasil studi ini diharapkan menjadi referensi akademis serta panduan praktis bagi manajemen hotel mapan dalam menjaga kelangsungan hidup bisnis (going concern)
References
[1] Agoda. (2026). Aston Denpasar Hotel & Convention Center. https://www.agoda.com/en-ie/aston-denpasar-hotel-convention-center/hotel/bali-id.html2
[2] Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x31
[3] Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261–295. https://doi.org/10.1016/S1048-9843(03)00030-432
[4] Baliga, B. R., & Hunt, J. G. (1988). An organizational life cycle approach to leadership. In J. G. Hunt, B. R. Baliga, H. P. Dachler, & C. A. Schriesheim (Eds.), Emerging leadership (pp. 129–149). Lexington Books.21
[5] Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.33
[6] Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130–139. https://doi.org/10.1037/0003-066X.52.2.1309
[7] Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Administrative Science Quarterly, 17(1), 112–121.34
[8] CHME. (2018). Managing change in hotels: An HR perspective. Bournemouth University. https://eprints.bournemouth.ac.uk/38762/3/CHME%202018%20Managing%20Change%20in%20hotels-%20HR%20perspective.pdf14
[9] Cloudbeds. (2026). The hotel change management playbook. https://www.cloudbeds.com/articles/hotel-change-management/7
[10] Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Sage Publications.33
[11] De Meuse, K. P. (2019). Learning agility: The single best predictor of leadership success. Korn Ferry Institute.28
[12] Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569–591. https://doi.org/10.1037/0033-2909.129.4.5699
[13] EHL Hospitality Business School. (2025). Hospitality leadership skills: What is durable in a world of constant change. EHL Insights. https://insights.ehl.edu/hospitality-leadership-skills28
[14] EHL Hospitality Research. (2026). Fresh perspectives: How CEO succession drives innovation. EHL Insights. https://research.ehl.edu/news-listing/leadership-change27
[15] Emerald Publishing. (2025). Hotel asset managers as catalysts for sustainable change. International Hospitality Review. https://www.emerald.com/ihr/article/doi/10.1108/IHR-07-2025-0066/1332773/Hotel-asset-managers-as-catalysts-for-sustainable15
[16] Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. Journal of Management Development, 27(7), 708–726. https://doi.org/10.1108/026217108108836168
[17] Hasanah, N., Yudiani, N., & Lestari, S. (2024). The integration of situational leadership in perhotelan. Journal of Hospitality Management, 12(2), 45–58.12
[18] Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474–487. https://doi.org/10.1037/0021-9010.87.3.47435
[19] Hofmann, V., & Stokburger-Sauer, N. E. (2017). The relation between employee-customer identification, emotional labor and employee burnout in the hospitality industry. International Journal of Hospitality Management, 63, 116–125. https://doi.org/10.1016/j.ijhm.2017.03.00414
[20] Ineizeh, N. I., Al-Zaqeba, M. A., Suliman, I. F., & Khasawneh, O. (2023). Succession planning in maintaining the existence of family entrepreneurship hotel business in Bali. Journal of Family Business and Management. https://www.researchgate.net/publication/367166663_SUCCESSION_PLANNING_IN_MAINTAINING_THE_EXISTENCE_OF_FAMILY_ENTREPRENEURSHIP_HOTEL_BUSINESS_IN_BALI16
[21] Jurnal Manajemen West Sciences. (2023). Pengaruh gaya kepemimpinan transformasional terhadap kinerja karyawan di LM Hotel. Jurnal Manajemen West Sciences, 2(3), 180–192. https://wnj.westsciences.com/index.php/jmws/article/view/263919
[22] Klook. (2026). Aston Denpasar Hotel & Convention Center: Room details and history. https://www.klook.com/id/hotels/detail/257079-aston-denpasar-hotel--convention-center/1
[23] Kotter, J. P. (1996). Leading change. Harvard Business School Press.15
[24] Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130–139.35
[25] Lester, D. L., Parnell, J. A., & Carraher, S. (2003). Organizational life cycle: A five-stage empirical scale. The International Journal of Organizational Analysis, 11(4), 339–354. https://doi.org/10.1108/eb0289796
[26] Mews. (2026). Change management in the hotel industry. Mews Blog. https://www.mews.com/en/blog/change-management-hotel-industry25
[27] Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z9
[28] Mullins, L. J. (1992). Hospitality management: A human resources approach. Pitman.8
[29] Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation (3rd ed.). Sage Publications.14
[30] Pittaway, L., Carmouche, R., & Chell, E. (1998). The limits of convergence: Female career pathways in the UK hotel industry. International Journal of Hospitality Management, 17(1), 59–77. https://doi.org/10.1016/S0278-4319(98)00008-014
[31] Prabawa, M. B. S., Wiyasha, I. B. M., & Muliadiasa, I. K. (2023). Pengaruh gaya kepemimpinan transformasional dan kepuasan kerja terhadap turnover intention karyawan di Golden Tulip Jineng Resort Bali. Jurnal Ilmiah Pariwisata dan Bisnis, 2(1), 248–267. https://doi.org/10.22334/paris.v2i1.29820
[32] Pradana, D. A., Bagis, F., Astuti, H. J., & Endratno, H. (2025). Inclusive leadership and proactive personality in fostering innovative work behaviors: The mediating role of creative self-efficacy among employees in the hotel and tourism sector. Jurnal Manajemen Bisnis, Akuntansi Dan Keuangan (JAMBAK), 4(1), 101–120. https://doi.org/10.61132/jambak.v4i1.817
[33] Putri, N. L. P. A., & Parwati, N. P. N. S. (2023). Pengaruh motivasi dan lingkungan kerja terhadap kinerja karyawan di Aston Denpasar Hotel & Convention Center. Jurnal Ilmiah Pariwisata dan Bisnis, 2(1), 203–215. https://doi.org/10.22334/paris.v2i1.2033
[34] Santoso, S. B., & Astuti, H. J. (2005). Siklus hidup organisasi: Upaya-upaya strategis dalam menghadapi gejala penurunan organisasi agar dapat “going concern” dan tetap unggul. EKUITAS (Jurnal Ekonomi dan Keuangan), 9(1), 17–34.17
[35] Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.11
[36] Spencer Stuart. (2026). Leadership in the hotel industry: Being a CEO. Spencer Stuart Research and Insight. https://www.spencerstuart.com/research-and-insight/leadership-in-the-hotel-industry30
[37] Stiesia. (2021). Pengaruh gaya kepemimpinan, motivasi, dan loyalitas karyawan terhadap kinerja karyawan Hotel Mercure Grand Mirama Surabaya. Jurnal Ilmu dan Riset Manajemen, 10(3), 1–15. https://jurnalmahasiswa.stiesia.ac.id/index.php/jirm/article/download/3946/3957/23
[38] Swiss University. (2026). Leading organizational transformation through Kotter's 8-step change model: A student-focused academic perspective. Swiss University Post. https://www.swissuniversity.com/post/leading-organizational-transformation-through-kotter-s-8-step-change-model-a-student-focused-academ10
[39] Vila Lumbung. (2023). Pengaruh gaya kepemimpinan transaksional dan motivasi terhadap kinerja karyawan di Hotel Vila Lumbung. Jurnal Ilmiah Pariwisata, 28(1), 32–40. https://jurnalpariwisata.iptrisakti.ac.id/index.php/JIP/article/view/166122
[40] Westhead, P., & Howorth, C. (2007). Types of private family firms: An exploratory study. Entrepreneurship Theory and Practice, 31(3), 405–431. https://doi.org/10.1111/j.1540-6520.2007.00182.x18
[41] Wijaya, I. B. A. A. (2020). Pengaruh kepemimpinan transformasional terhadap kinerja karyawan dengan efikasi diri sebagai variabel mediasi di Hotel Samabe Bali Suite and Villas Nusa Dua, Badung. E-Jurnal Manajemen Universitas Udayana, 9(12), 3621–3640. https://doi.org/10.24843/EJMUNUD.2020.v09.i12.p134
