Effective Leadership in a Local Retail Minimarket: a Qualitative Case Study of Thesis Mart Kendari

Abstract

Leadership in retail organizations must be capable of adapting decision-making, communication, motivation, and supervision to operational dynamics and employee needs. At Thesis Mart Kendari, there is a need to understand how leadership practices are applied in managing operational activities and how these leadership behaviors are perceived by employees. This study aims to analyze effective leadership practices and employee perceptions of leadership behavior, as well as their relationship with performance, motivation, teamwork, service discipline, operational coordination, and the achievement of organizational goals. The study employs a descriptive qualitative case study design. Data were collected through semi-structured interviews, observation, and documentation. Informants were selected purposively and included the owner, the personnel manager, and cashiers. Data were analyzed through stages of reduction, presentation, conclusion drawing, and verification, with validity tested via source and technique triangulation. The results indicate that leadership practices at Thesis Mart Kendari are reasonably effective, characterized by situational decision-making, direct communication, the provision of motivation, leading by example, and operational supervision. These behaviors are linked to performance, motivation, teamwork, service discipline, operational coordination, and the achievement of organizational goals