1. FAKULTAS EKONOMI UNIVERSITAS INDONESIA
Leadership in PT. Tidar
Motor
In submission of Organizational Behavior final
assignment
Ahmad Fariza Ibrahim
Dwi Satrio Wibowo
Pradika Ferhan
Rachma Nadira Dinisari
Yohannes Ekaputra Sananto

2. Statement of Authorship
We certify that this submission is our own work of the group. All sources used by the group
have been documented.
This piece of work has not previously been submitted for assessment in this or any other
subject either by the group.
We accept that this submission may be screened to detect the existence of plagiarism
Name : Ahmad Fariza Ibrahim
DwiSatrioWibowo
PradikaFerhan
Rachma Nadira Dinisari
YohanesEkaputraSananto
Signature : 1.
2.
3.
4.
5.
Subject Name : Organizational Behavior
Title : Leadership in PT. Tidar Motor
Lecturer : 1. YeshikaAlversia
Signature : 1.

3. I. Company Profile
One Stop Service Station
PT.Tidar Motor established in 1998 in a form of Limited Corporation (PT). PT Tidar
Motor is a company that operates in the automotives industry, including service, spareparts,
public transport body repairand built-up. In body repair service, PT. Tidar Motor provides
servicesin form ofcar body repairwith oven coloring system.
Goal of PT. Tidar Motor isto be a service providerand spareparts to all kinds of cars,
and also to fill the wide marketshare available on car service and repairment, either locally or
globally. With a strategic operating location, particularly in the crowded district of Cibubur,
PT. Tidar Motor try to support car owners , particularly in Jabodetabek Area, to enjoy or feel
splendid service in form of equipment and repairment provided by the company. PT Tidar
Motor is trying their best the give the costumer maximum satisfaction.

4. Board Executives of PT. Tidar Motor are as follows:
Commissioner :Drs. Sudjari
Director :Mrs. ArianiWidyaningtyas. S. Kom.
Head Ops Body Repair : Mr. Irwan
Head Ops Service : Mr. GatotSumarjo
Basic Identity of the company:
* Name : PT. TIDAR MOTOR
* Owner : Drs. Sudjari
* Address : Jl. Trans Yogi Nagrak No.3 Cibubur
GunungPutri Bogor
* BankAccounts : BCA Num. 7400958330
BRI Num. 013901001234300
* Phone Numbers : (021)82490188 / 82496050
* Faximile : (021)82496050
* Email : tidarmotor@yahoo.com
* Website : www.tidarmotor.com
* Letter Numbers : 10.20.1.93.00.611
* Location Letter Numbers : 503 / 16 / II / 2010
* SIUP Numbers : 01169 / 10-20 / PM – PR .1 / 1X / 2009
* NPWP Numbers : 21.078.612.5.403.000
Area Space and Condition
* Land : 3500 m²

5. * Status : Private Owned
* Office : 100m
* Body Repair Building : 2100m
* Service Engine Building : 1200m
* Cafeteria and Waiting Room : 100m
* Electricity : 39500KV
Human Resource
* Director : 1 person
* Head ops Body Repair : 1 person
* Head ops Engine Repair : 1 person
* Marketing : 2 person
* Service Advisor : 2 person
* Quality Control (Foreman) : 2 person
* Finance & Accounting : 2 person
* Administration : 2 person
* Purchasing : 1 person
* Production Operator : 16 persons
* Courier : 2 persons
* Driver : 2 persons
* Security : 2 persons
Workshop Operating Equipments:
*. Spray Booth Oven “ Blowterm ” * Jack

6. * Laboratory paint computerized system * Scanner
* Air compressor * Engine Cron
* Multi spot * Tursi
* Lift hidraulic single post * Analyzer
* Lift hidraulic two post * Tool Kit
* Las Acetyline * Las Co Kercomet
* Spraygun * Polishing Machine
* Electric Drill * Jack stand
* Infra Red Lamp * Vacuum Cleaner
Office Supporting Equipments :
*.Computer, Phone, Faximile * Digital Camera
* Printer * Scanner
* Internet * Server
* Photocopy Machine
On the Road Services:
*. Crane Vehicle * Pick up service
Operating Time:
* Monday to Saturday: 08.00 to 17.00
Tidar Motor Location:
Tidar Motor is located in Jl. Trans Yogi Nagrak No.3 Cibubur GunungPutri- Bogor.
This location is a fast growing region with the high number of middle class residences such
as Kota Wisata, LegendaWisata, Citra Grand, Bukit Golf, Taman Laguna, Rafflesia,
Mahogani, etc

7. Beside middle class residences, there are alse enormous shopping and business
centres such as Plaza Cibubur, Mal Grand Citra, Time Square, Cibubur Junction , etc.
Therefore, Cibubur and it’s surrounding is a very potential market in the automotive industry
such as repairment, insurance, etc, and for other particular industries and businesses.
Working Area:
Clean and spacious working area really helps operations to do services and
repairment. It also supports staffs to give maximum results, either on its quality or speed.
Market and Partners
PT. TIDAR MOTOR intend to fill automotive marketshare, particularly in Cibubur
and its surrounding area also with Jabodetabek as well, either to them who have insurance
policy or not.
There are several insurance company that have partnerships with Tidar Motor:
* ACA * CHARTIS
* RAKSA PRATIKARA * ZURICH
* ASTRA BUANA (GARDA OTO) * PAN PASIFIC
* CENTRAL SEJAHTERA INSURANCE ( CSI ) * HARTA
* SAMSUNG TUGU * LIG
* KURNIA * MALLACA TRUST INSURANCE
* PAROLAMAS * BOSOWA
* VICTORIA * JAYA PROTEKSI TAKAFUL
* JP ASTOR * RAMA SATRIA WIBAWA
There are also several companies that are partners or regular costumers of Tidar Motor
* PT. VaksindoSatwa Nusantara * PT. NandyaKaryaPersada
* PT. Bostinco * PT. Separindo Industry
* PT. Sandi Pala Artha Putra * PT. Sun-Indo Adi Perkasa

8. * PT. Bukaka Forging * PT. PelitaHarapanAbadi
* PT. CIDAS * PT. Karabha( Emeralda )
* PT. DwikaryaLanggeng * PT. Delexindo
* PT. UnggulKarya

9. II. Literature Review
Leadership is the ability to influence a group toward the achievement of a vision or a set of
goals. Management is theuse of authority inherent in designated formal rank to
obtaincompliance from organizational members
Trait Theories
Theories that consider personal qualities and characteristics that differentiate leaders from
non-leaders. Most of the traits in various leadership reviews fir under the Big Five
Personality Framework. Among them are:extraversion (like being around people and are able
to assert themselves), conscientiousness (disciplined and able to keep commitments they
make), openness to experience (creative and flexible), and emotional intelligence (qualified).
However, there are a number of limitations to this theory:
• No universal traits found that predict leadership in all situations.
• Unclear evidence of the cause and effect of relationship of leadership and traits.
• Better predictor of the appearance of leadership than distinguishing effective and ineffective
leaders.
Behavioral Theories
Behavioral theory proposed that we could train people to be leaders.
There are two behavioral structures:
1. Initiating structure– the extent to which a leader is likely to define and structure his or her
role and those of employees in the search for goal attainment. This structure is closely related
to production-oriented leader, which emphasized the technical or task aspects of the job.
2. Consideration- the extent to which a leader is likely to have job relationships characterized
by mutual trust, respect for subordinate’s ideas, and regard for their feelings. This structure is
closely related to employee-oriented leader, which emphasized interpesersonal relationship
by taking a personal interest in the needs of employees and accepting individual differences
among them.

10. Contingency Theories
Contingency theories are those that isolates situational variables. There are three approaches
to this, namely:
1. The Fiedler Model:proposes that effective group performance depends onthe proper
match between the leader’s style and the degree to which the situation gives the leader
control. It relies on the assumption that the leadership style is fixed.
2. Situational Leadership Theory: A contingency theory that focuses onfollowers’
readiness; the more “ready” the followers (the more willing and able) the less the need
for leader support and supervision)
3. Path-Goal Theory: proposes that it is the leader’s job to provide followers with the
information, support, and other resources necessary.
4. Leader-Participation Model: proposes that the way the leaders make decisions is as
important as what they decide.
Charismatic Leader
Charismatic leaders are born and made. They articulate an appealing vision and conveys them
and set example to their subordinates. They engage in emotion-inducing behavior to
demonstrate courage.
Transformational Leader
They inspire followers to transcend their self-interests for the good of the organization. It has
a greater impact on the bottom line in smaller, privately held firms than in more complex
organizations. It is more effective in improving group potency in teams higher in power
distance and collectivism.
Authentic Leader
They know who they are, know what they believe in and value, and act on those values and
beliefs openly and candidly. They have the integrity, benevolence, and ability to build
people’s trust in them which in turn will create an organization full of risk taking information
sharing, group effectiveness, and productivity.

11. III. RESEARCH METHOD
In order to answer the research question, a primary research has been conducted.
Furthermore, secondary researches have been done to support our findings.
Our primary researches are observations and interviews. We conducted an interview with the
owner of PT. Tidar Motor himself, Mr. Sudjari. Observations conducted after the interview.
Secondary research consists of textbooks and other resources on “Leadership”.
The interview was carried out with the owner, Mr. Sudjari, and most of the questions are
directed to obtain an answer on how he leads the company and what it takes to be a great
leader. The interview was done on November 27th
2014 on a weekday so it will be convenient
and during work hours (10.00 – 11.30) when Mr. Sudjari is available in his office.
During the observations, we take notes on how Mr. Sudjari treats his employees and
customers.

12. IV. Results and Discussion
Tradition
Mr. Sudjari also applies some activity that now has become some sort of tradition in Tidar
Motor. Every morning, Mr. Sudjari and his subordinates and employees hold up a morning
prayer so that their activities be blessed. This tradition has been applied ever since Tidar
Motor grow in the first place.
And not only morning prayer that they do as their tardition in the workplace, but Mr. Sudjari
also gives something to his employees as a motivation before they begin their works, that
something is their work chants which they cries out every single time before they begin
working. The Tidar Motor chants is pretty simple, it goes like “Tidar Motor sukses!! Yes!!
Yes!! Yes!!”, a simple chant like that turns out to be quite effective in building work spirits in
every of his employees and subordinates.
Another tradition of Tidar Motor is that every Wednesday night, Mr. Sudjari always take his
employees to a futsal match. Mr. Sudjari believes that this activity would strengthen the bond
between employees and between himself and his employees.
There is also one part of Mr. Sudjari’s own tradition that he shared during the interview, that
tradition itself is to become a winner in everything that he does and always tries his best to
accomplish great things with the appropriate ways. That traditon actually comes from his
family, whom has hold this very believes for years, and tradition eventually comes down in
the family bloodline and finally reaches Mr. Sudjari.
Managing Conflicts
After all his managing years in Tidar Motor, Mr. Sudjari never ever encountered conflicts,
whether it’s between him and his employees, or simply between employees, even though he
has over 70 employees in Tidar Motor whom he supervised.
Despite never encountered conflicts, Mr. Sudjari has in fact scolded one of his employees
because of the employee’s mistakes and downgress in his work. Even though the employee
has gotten yelled and scolded at, he didn’t fight back or argue with Mr. Sudjari, because he

13. believed that every harsh words that came from Mr. Sudjari’s mouth was actually trying to
make that employee a better worker and a better person.
The secret that Mr. Sudjari never encountered conflicts and never had misunderstandings
between his employees is simply because of good communication between Mr. Sudjari and
his employees.
Motivation
Mr. Sudjari givesa appreciations to his employees as a motivation, for example when we
came to Tidar Motor, we saw the employees receiving foods for lunch in lunch break by
Mr.Sudjari himself, this shows how much Mr. Sudjari values his employees’ efforts by giving
them free lunch as a token of appreciation. And there is also a job rotation in the office,
which the employees and subordinates are in compilance and are very excited to learn a new
things in heir jobs, and thanks to the job rotation, employees now have a motivation to learn
new things in their jobs. Mr. Sudjari said that Motivation in the form of bonuses are still
being considered, because Mr. Sudjari still assume that even when the bonuses aren’t given to
the employees, the employees are still getting motivated by his tradition which they apply in
the Tidar Motor.

14. V. Conclusion
In conclusion, Mr. Sudjari can be considered as a charismatic leader and authentic leader.
From our observations and interviews, Mr. Sudjari has been born a leader. He follows his
instincts, passionate about what he is doing, and engage emotionally with his employees.
He is also considered an authentic leader because he sets high ethical standards in his
company. He relies heavily on ethics and trust. There is a really strong communication in his
company, where the truth always comes out.