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"ABSTRAKPerilaku pemimpin yang efektif sangat diperlukan oleh organisasi. Penelitian ini berusaha menguji dua faktor penentu perilaku pemimpin yang efektif yaitu pertukaran atasan bawahan dan integritas. Responden penelitian adalah pegawai pemerintahan dari beberapa institusi pemerintahan yang berbeda dengan jumlah responden sebanyak 100 orang. Skala pengukuran berasal dari adaptasi skala pengukuran yang sudah ada yang memiliki nilai reliabilitas yang baik berkisar antara .86 hingga .92. Hasil penelitian ini memperlihatkan (1) pertukaran atasan bawahan berhubungan dengan perilaku pemimpin yang efektif (β = .40, p<.05) dan (2) integritas berhubungan dengan perilaku pemimpin yang efektif (β = .39, p<.05). Penelitian ini menunjukkan pentingnya integritas dan kualitas pertukaran atasan bawahan dan menyarankan penelitian lebih lanjut tentang topik ini meneliti di selain lembaga pemerintah. Keterbatasan serta saran untuk penelitian selanjutnya dibahas dalam diskusi.

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ABSTRACTLeader effectiveness behaviour is needed in organization. This study aims toinvestigate two factors that potentially influence leader effectiveness behaviour,which are leader member exchange and behavioral integrity. Researchrespondents originated from public servant in different government institutionswith total respondents as much as 100 people All scales were adapted frompreviously used scale, and their reliability scores are ranging from .86 to .92,suggesting very good scales. The result of this study show that (1) leader memberexchange influence leader effectiveness behaviour (β = .40, p<.05). (2)Behavioral integrity affects leader effectiveness behaviour (β = .39, p<.05). Thisresearch demonstrate the importance of behavioral integrity and leader memberexchange (LMX) and call more research on this topic in other area thangoverment institution. Limitation and suggestion for future research are beingdiscussed."

"Are leaders born, or made? And what's the single most important quality a real leader should possess? Philosophers and management theorists have endlessly debated-and just as endlessly written about-these subjects for centuries. Finally, here's a book that cuts to the chase. In 68 of the most succinct, no-punches-pulled pages you'll ever read, acclaimed author-speaker-coach John Baldoni maintains that "leadership presence" is a form of communication that can be learned, and then provides the hows and the whys of learning it. He starts by defining what genuine leadership presence is, and discusses right and wrong ways to demonstrate leadership taken from real-life examples. Baldoni explains how to communicate your objectives in ways that encourage people to buy into the process-even if it includes tough subjects like layoffs, closures, and terminations. Along the way he adds some provocative comments on the importance of ethical actions in tough times as well as good-including why merely thinking good thoughts and voicing good intentions are never enough."

"Suksesi adalah proses vital dan tak terelakkan dalam perusahaan keluarga. Tiga variabel, yaitu inisiatif stratejik, socioemotional wealth, dan resources akan diuji hubungannya terhadap kinerja perusahaan pasca suksesi. Penelitian dilakukan pada dua variabel kontrol yaitu perusahaan keluarga dengan family successor dan non-family successor. Hasil penelitian dari 103 responden perusahaan keluarga membuktikan bahwa adanya pergantian CEO dari keluarga dan non-keluarga memiliki pengaruh yang berbeda terhadap kinerja perusahaan. Pengaruh inisiatif stratejik didapatkan hasil sama-sama mempengaruhi kinerja perusahaan, dan pengaruh resources didapatkan hasil sama-sama tidak dapat mempengaruhi kinerja perusahaan pada CEO keluarga maupun non-keluarga. Adapun untuk pengaruh socioemotional pada CEO keluarga akan mempengaruhi kinerja perusahaan, dan pada CEO non-keluarga socioemotional wealth tidak mempengaruhi kinerja perusahaan.

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Succession is a vital and inevitable process in a family company. Three variables, namely strategic initiatives, socio-emotional wealth, and resources will be proven to be related to the company's performance after succession. The research was conducted on two control variables, namely family companies with family successors and non-family successors. The results of a study of 103 family company respondents proved that CEO turnover from family and non-family had a different effect on company performance. The influence of strategic initiatives obtain the same results affects company performance, and the influence of resources to obtain the same results cannot affect company performance in the CEO's family or non-family. The socio-emotional influence on the CEO's family will affect company performance, and the socio-emotional wealth of non-family CEOs does not affect company performance."

"Penelitian ini bertujuan untuk menganalisis hubungan keberagaman pendidikan serta kebangsaan dewan dan sustainability performance, dan pengaruh moderasi dari CEO Overconfidence. Sampel yang digunakan adalah industri non keuangan yang terdaftar pada BEI tahun 2011-2021 dengan jumlah observasi 154 sampel penelitian. Hasil penelitian menunjukkan kebangsaan BOC memiliki pengaruh positif terhadap sustainability performance perusahaan dan sebaliknya, kebangsaan BOD memiliki pengaruh negatif terhadap sustainability performance.CEO Overconfidence sebagai variabel moderasi tidak memiliki pengaruh terhadap hubungan dari keberagaman dewan dan sustainability performance.

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This study aims to analyze the relationship between board educational diversity and nationality and sustainability performance, and the moderating effect of CEO Overconfidence. The data used are companies registered on the IDX for 2011-2021 with a total of 154 research samples. The results showed that BOC nationality has a positive relationship with sustainability performance. Otherwise, BOD nationality has a negative relationship with sustainability performance. CEO overconfident as a moderating variable had no effect on board relationships and sustainability performance."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis hubungan antara LeaderMember Exchange (LMX) dan kinerja karyawan di perusahaan bidang industrimanufaktur yang mengolah serta memproduksi besi dan baja. LMX didefinisikansebagai hubungan dua arah yang dinamis antara pemimpin dan karyawan dimanapemimpin akan memperlakukan karyawan secara berbeda sesuai dengan waktudan kemampuan yang dimiliki oleh atasan tersebut (Graen dan Cashman, 1975).LMX merupakan variabel multidimensional, memiliki empat dimensi yaitukontribusi, loyalitas, afeksi dan respek terhadap profesi (Liden dan Maslyn, 1998)yang diukur melalui LMX-MDM dalam the Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Kinerja adalah nilai total yangdiharapkan oleh perusahaan dari pekerjaan yang dilakukan seseorang selamaperiode waktu tertentu yang diukur melalui alat ukur kinerja dari Casimir et al(2006) dan telah diadaptasi dalam the Indonesian Quality of Work LifeQuestionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup113 karyawan dari 13 divisi PT Krakatau Steel (Persero) Tbk yang terdiri dari 7divisi lapangan dan 6 divisi back office. Hasil analisis menunjukkan bahwa tidakada hubungan antara LMX dengan kinerja karyawan PT Krakatau Steel (Persero)Tbk. (r=+0.179, p>0.05, two tailed). Tetapi, hasil analisis menunjukan terdapatkorelasi yang signifikan antara dimensi kontribusi dari LMX dan kinerjakaryawan divisi lapangan PT Krakatau Steel (Persero) Tbk. (r=+0.277, p<0.05).

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AbstractThis research is to analyze the relationship between Leader MemberExchange (LMX) and employees? performance in iron and steel manufacturingindustry. LMX is defined as the dynamic two-way relationship between theleaders and the employees in which the leaders will treat the employees diferentlyaccording to the time and competence of the respective leaders (Graen andCashman, 1975). LMX is multi-dimentional variable with four dimensions whichare contribution, loyalty, affection, and respect to their profession (Liedn andMaslyn, 1998) measured through LMX-MDM in Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Performance is defined as the totalexpected value to the organization of the discrete behavioral episodes that anindividual carries out over a standard period of time measured with workperformance measuring tool from Casimir et.al (2006) which has been adapted tothe Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun, 2010). Thesamples in this research are 113 employees from 13 divisions in PT KrakatauSteel (Persero) Tbk, consis of 7 field divisions and 6 back office divisions. Theresults of the analysis show that there is no relationship between LMX andemployees? performance in PT Krakatau Steel (Persero) Tbk. (r=+0.179, p>0.05,two tailed). But, The results of analysis show that there was significantrelationship between contribution dimension of LMX and employees?performance in field division of PT Krakatau Steel (Persero) Tbk. (r=+0.277,p<0.05)."