DOI: https://doi.org/10.14710/interaksi.11.2.175-186

KRISIS DAN KOMUNIKASI KEPEMIMPINAN PUBLIK: ANALISIS FRAMING MEDIA SOSIAL KEPALA DAERAH DI INDONESIA PADA MASA PANDEMI COVID-19

*Andre Noevi Rahmanto  -  Universitas Sebelas Maret, Surakarta., Indonesia
Albert Muhammad Isrun Naini  -  Universitas Sebelas Maret, Surakarta., Indonesia
Anjang Priliantini  -  Universitas Sebelas Maret, Surakarta., Indonesia
Christina Tri Hendriyani  -  Universitas Sebelas Maret, Surakarta., Indonesia
Mahfud Anshori  -  Universitas Sebelas Maret, Surakarta., Indonesia
Open Access Copyright 2022 Interaksi: Jurnal Ilmu Komunikasi under https://creativecommons.org/licenses/by-sa/4.0/.

Citation Format:
Abstract
Public leaders have a significant role in overcoming the crisis caused by the COVID-19 pandemic. The communication process delivered by public leaders is the spearhead of handling global and local pandemics. Public leaders have different communication patterns in conveying their messages. This study seeks to determine the communication efforts made by community leaders in overcoming the COVID-19 pandemic. The method used in this research is Framing Analysis by Robert N. Entman. Researchers analyzed all news based on problem definitions, diagnosed causes, and made moral judgments and treatment recommendations on the social media of Ganjar Pranowo, head of the Central Java region. The research period during the pandemic is from March to May 2020. The results obtained by researchers are that regional heads are community leaders who have the authority to make all decisions. The leadership communication style used by Ganjar Pranowo when facing a crisis is a transformational leadership style. Ganjar Pranowo uses five things in carrying out the COVID-19 pandemic, namely 1) establishing chain-breaking policy steps, 2) avoiding top-down leadership styles, 3) promoting transparency and openness to the community, 4) using empathy in overcoming problems 5) the recovery process puts public safety first.
Fulltext View|Download
Keywords: Public leader, leadership communication, crisis communication, covid-19

Article Metrics:

Article Info
Section: Articles
Language : EN
Recent articles
KRISIS DAN KOMUNIKASI KEPEMIMPINAN PUBLIK: ANALISIS FRAMING MEDIA SOSIAL KEPALA DAERAH DI INDONESIA PADA MASA PANDEMI COVID-19 MOJO IN TRIBUN JOGJA: A 21ST CENTURY JOURNALISM LANDSCAPE KOMUNIKASI PEMASARAN TERPADU UNTUK NICHE MARKET PADA SAYUR BOX DI MASA PANDEMI More recent articles
Most cited articles
Pengaruh Tingkat Pendidikan, Pengetahuan, Sikap dan Terpaan Iklan Layanan Masyarakat KB Versi Shireen Sungkar dan Teuku Wisnu di TV terhadap Perilaku KB pada Wanita atau Pria dalam Usia Subur Peranan Komunikasi Interpersonal Antara Guru Bimbingan Konseling (BK) dengan Siswa dalam Menangani Kenakalan Siswa (Studi Kasus di SMP Kristen 2 Salatiga) FENOMENA PHUBBING DI ERA MILENIA (Ketergantungan Seseorang pada Smartphone terhadap Lingkungannya) SOCIAL STRATEGY PADA MEDIA SOSIAL UNTUK PROMOSI PARIWISATA DAERAH ISTIMEWA YOGYAKARTA TINGKAT KETERGANTUNGAN PENGGUNA MEDIA SOSIAL DAN KECEMASAN SOSIAL More cited articles
  1. A. Clayton, P. Zetterberg Quota shocks: electoral gender quotas and government spending priorities worldwide J. Polit., 80 (3) (2018), pp. 916-932
  2. B
  3. A. Haddon, C. Loughlin, C. McNally Leadership in a time of financial crisis: what do we want from our leaders? Leadership & Organization Development Journal, 36 (5) (2015), pp. 612-627, 10.1108/LODJ-12-2013-0166
  4. B
  5. Abdalla M., Alarabi L., Hendawi A., 2021, Crisis Management Art from the Risks to the Control: A Review of Methods and Directions, Journal Information 2021, Vol. 12, Page 18
  6. Adit S, M. A.P. M. (2020). Prioritas Kebijakan Pemerintah Indonesia dalam menangani pandemi covid-19. Balairung Press. Reteved form www.bairungpress.com
  7. E.H. James, L.P. Wooten., Crisis leadership and why it matters. European Financial Review (2011), pp. 60-64
  8. Haan, P., Peichl, A., Schrenker, A., Weizsäcker, G., & Winter, J. (2022). Expectation management of policy leaders: Evidence from COVID-19. Journal of Public Economics, 209, 104659. https://doi.org/10.1016/j.jpubeco.2022.104659
  9. K.E. Medeiros, M.P. Crayne, J.A. Griffith, J.H. Hardy III, A. Damadzic
  10. Kneuer M., & Wallaschek S., (2022) Framing COVID-19: Public Leadership and Crisis Communication By Chancellor Angela Merkel During the Pandemic in 2020, Journal of the International Association for the Study of German Politics (IASGP), 10 Maret 2022
  11. Leader sensemaking style in response to crisis: consequences and insights from the COVID-19 pandemic. Pers. Indiv. Differ., 187 (2022)
  12. Litlejohn, R. Crisis Management: A Team Approach; American Management Associations: New York, NY, USA, 1983. 5. Kitano, H.; Tadokoro, S. RoboCup Rescue: A Grand Challenge for Multiagent and Intelligent Systems. AI Mag. 2001, 22, 39–52
  13. Monehin, D., & Diers-Lawson, A. (2022). Pragmatic optimism, crisis leadership, and contingency theory: A view from the C-suite. Public Relations Review, 48(4), 102224. https://doi.org/10.1016/j.pubrev.2022.102224
  14. Nguyen L. A., Crocco O. S., Tkachenko O., Jonathan, V., 2022, Crisis leadership during COVID-19: the response of ASEAN and EU regional leaders, Human resource Development International, Vol. 25 Issue 3 Page 381-399
  15. Procházková, K. Transformačné Vedenie v Slovenskej Manažérskej Praxi. Revue Mlad. Vedcov 2013, 154–156
  16. T. Cooms & L. Schmidt. (2000). An empiricalanalysis of image restoration: Texaco’s racism crisis. Journal of Public Relations Research
  17. T. Fener, T. Cevik,. Leadership in crisis management: Separation of leadership and executive concepts. Procedia Economics and Finance, 26 (2015), pp. 695-701
  18. T. Hale, N. Angrist, R. Goldszmidt, B. Kira, A. Petherick, T. Phillips S. Majumdar. A global panel database of pandemic policies (Oxford COVID-19 Government Response Tracker)., National Human Behavior., 5 (4) (2021), pp. 529-538

Last update:

No citation recorded.

Last update: 2024-11-14 00:19:20

No citation recorded.