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"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)."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis hubungan antara LeaderMember Exchange (LMX) dengan kepuasan kerja pada karyawan bagianoperasional di perusahaan bidang industri manufaktur yang mengolah sertamemproduksi besi dan baja. LMX didefinisikan sebagai hubungan dua arah yangdinamis antara pemimpin dan karyawan dimana pemimpin akan memperlakukankaryawan secara berbeda sesuai dengan waktu dan kemampuan yang dimiliki olehatasan tersebut (Graen dan Cashman, 1975). LMX merupakan variabelmultidimensional, memiliki empat dimensi yaitu kontribusi, loyalitas, afeksi danrespek terhadap profesi (Liden dan Maslyn, 1998)yang diukur melalui LMXMDMdalam the Indonesian Quality of Work Life Questionnaire (IQWiQ)(Radikun, 2010). Kepuasan kerja berkitan dengan bagaimana perasaan seseorangterhadap pekerjaannya dan aspek-aspek yang berkaitan dengan pekerjaannya(Spector, 2006) yang diukur melalui alat ukur kepuasan kerja Roelen (Roelen,2008) dan telah diadaptasi dalam the Indonesian Quality of Work LifeQuestionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup90 karyawan operasional dari 2 divisi PT. Krakatau Steel, Tbk denganmenggunakan accidental sampling. Hasil analisis menunjukkan bahwa terdapathubungan positif yang signifikan antara LMX dengan kepuasan kerja padakaryawan bagian operasional (r=+0.489, p<0.05, two tailed). Dari hasil penelitian,perusahaan disarankan untuk memperhatikan kontribusi atasan (supervisor) dalamkejelasan orientasi, pengarahan dalam pemberian instruksi kerja. Selain itu perlujuga supervisor melakukan evaluasi dengan jelas disertai sitem reward &punishment yang tepat, meninjau kembali upah yang diberikan serta memberikanapresisasi terhadap performa kerja.

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AbstractThe research?s purpose is to analyse the correlation between LeaderMember Exchange (LMX) and job satisfaction of the employee who work onoperational section on the manufactur company which process and produce ironand stell. LMX defined as a dynamis two way relationship between the supervisorand the employee where the supervisor will treat the employee differentlyaccording to the time and ability of the supevisor (Graen and Cashman, 1975).LMX is a multidimensional variable, have four dimension which is contribution,loyalty, afection and respect on the job (Liden and Maslyn, 1998) which measuredwith LMX-MDM in the Indonesian Quality of Work Life Questionnaire(IQWiQ)(Radikun, 2010). Job satisfaction related on what one individu feel about the joband every aspect about his or her job (Spector, 2006) which is measured withRoelen?s job satisfaction measuring instrument (Roelen, 2008) and have beenadepted in the Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun,2010). Sample of this research is 90 operational section employee of 2 divisonfrom PT. Krakatau Steel, Tbk and using accidental sampling. The result showthat, there is a significant positive relation between LMX and employee?s jobsatisfaction (r=0.489, p<0.05, two tailed). Based on the result, the company isadvised to pay attention to the contribution of the supervisor on the clearness oforientation, direction on job instruction. Furthermore, supervisor also need to dothe evaluation clearly and using reward and punishment system accurately.Review about the wage and give appreciation about performance of the job."

"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."

"Adanya tantangan global yang semakin kuat mendorong perubahan organisasi. Terkait dengan hal tersebut penelitian ini bermaksud melihat hubungan antara Leader-Member Exchange (LMX) dengan Persepsi Karyawan terhadap Perubahan Organisasi. PT. PLN (Persero) Surabaya utara dipilih dikarenakan banyak dipublikasikan sedang melalui fase perubahan di berbagai bidang. Kuesioner LMX diisi oleh atasan (N=16) dan karyawan (N=52), sedangkan kuesioner persepsi karyawan terhadap perubahan organisasi diisi oleh 52 karyawan. Hasil koefisien korelasi sebesar -0,161 dengan koefisien korelasio sebesar 0,255 (dengan p-value < 0,05) menunjukkan bahwa tidak ada hubungan antara Leader-Member Exchange (LMX) dengan Persepsi Karyawan terhadap Perubahan Organisasi. PT. PLN (Persero) Surabaya Utara. Atas dasar hal tersebut, PT. PLN (Persero) APJ Surabaya utara seyogyanya membuka ruang diskusi di tiap sub bidang dan menyediakan outbond training untuk meningkatkan kerjasama dan kebersamaan"

"Before you can lead others, you must learn to lead yourself. Yet those tasked with leadership roles must discover what their people - and their companies - respond to as they go. The "Leader's Pocket Guide" provides readers with concise, on-the-job expertise to inspire and direct them on their professional journey. Organized into three easy-reference sections - Self, Colleagues, and Organization - the book supplies readers with tactical tips on how to: deliver Inspiration; demonstrate character; develop confidence; communicate with authority; think critically; foster innovation; connect with others; resolve conflicts; add buzz to their leadership brand; coach for development; recognize achievement; instill company-wide purpose; and deal with adversity. Augmented by up-to-date research on the role of leaders and the expectations followers have for them, this pithy, powerful, and portable guide contains energizing action tips, self-assessments, and "Think About..." sections to spur readers on to reach continuously greater heights of leadership excellence.;"

"Penelitian ini bertujuan untuk menganalisis hubungan antara Followership dengan Leader Member Exchange LMX di Tentara Nasional Indonesia yang bertanggung jawab atas operasi laut di wilayah Republik Indonesia RI. Followership didefinisikan sebagai suatu kapasitas dan keinginan untuk melakukan tingkah laku tertentu dengan tujuan untuk berpartisipasi dalam memenuhi tujuan bersama( Kelley, 1992). Followership merupakan variabel multidimensional yang memiliki dua dimensi yaitu active engagement dan independent critical thinking yang diukur melalui instrumen dari Kelley, 1992 kuesioner Power of Followership Style PFS yang telah didaptasi oleh peneliti. Sedangkan LMX merupakan variabel multidimensional memiliki empat dimensi yaitu kontribusi loyalitas afeksi dan respek terhadap profesi Liden dan Maslyn 1998 yang diukur melalui LMX MDM dalam the Indonesian Quality of Work Life Questionnaire IQWiQ Radikun 2010. Sampel dalam penelitian ini mencakup 285 Personil TNI AL dengan menggunakan accidental sampling Hasil analisis menunjukkan bahwa terdapat hubungan yang postif dan signifikan antara Followership dengan LMX Personil TNI AL r :0, 321 p: 0, 01 one tailed. Dari hasil penelitian TNI AL disarankan untuk meningkatkan kapasitas personil dalam rangka meningkatkan hubungan antara atasan dan pengikut.

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This research was conducted to find the the relationship between followership with Leader Member Exchange LMX among the Indonesian`s navy who are responsible for naval operations in Republic of Indonesia Followership is defined as the capacity and willingness to do a certain behaviour in order to fullfil the collective goal) Kelley, 1992). Followership is a multidimensional variable thas has two dimensions namely the active engagement AE and independent critical thinking ICT that was measured using the instrument of Kelley 1992 named The Power of Followership Style PFS Scale that has been adapted by the researcher Meanwhile LMX is multidimensional variable that consists of four dimensions which are contribution loyalty affection and professional respect Lieden and Maslyn 1998 LMX is measured through LMX MDM in Indonesian Quality of Work Life Questionnaire IQWiQ Radikun 2010. The sample in this research included 285 personnel of Indonesian Navy using accidental sampling. The main result of this research showed that there was a positive and significant correlation between followership and LMX r: 0, 321 p:0, 01 one tailed. Based on this result the researcher suggest the navy to increase the personnel`s capacity in order to level up the relationship between superiors and subordinates."

"Safety performance can be increased if cabin crew management understands the real situation in the operation area. The exposure on the operational area gives the cabin crew valuable insight that can be used to enhance the safety management system, policy and mitigation. Therefore, management must be able to encourage the cabin crew to communicate safety-related information. Therefore, the cabin crew management must find the factor to enhance cabin crew prosocial voice behavior and upward safety communication. The objective of this study is to examine the influence of benevolent and morality leadership on upward safety communication and prosocial voice behavior in Indonesian cabin crew. The aim of this study is also to investigate the role of perceived organizational support (POS) in the relationship between benevolent and morality leadership with upward safety communication and prosocial voice behavior. Using the Structure Equation Model (SEM) and 356 cabin crew respondents, the result showed benevolent and morality leadership has a positive influence on upward safety communication. Another result is benevolent leadership has a positive influence on prosocial voice while morality leadership has not a significant influence on prosocial voice behavior. The last finding is POS mediates the influence of benevolent and morality leadership to prosocial voice behavior and upward safety communication.

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Kinerja keselamatan dapat ditingkatkan jika manajemen mempunyai pemahaman tentang apa yang sebenarnya terjadi di area operasi. Paparan yang diterima dari area operasi membuat awak kabin mempunyai wawasan yang berharga untuk meningkatkan safety management system, kebijakan dan mitigasi. Manajemen harus dapat mendorong awak kabin untuk menyampaikan informasi terkait keselamatan yang mereka punya. Oleh karena itu, penting bagi manajemen untuk menemukan faktor-faktor yang berpengaruh untuk meningkatkan prosocial voice behavior dan upward safety communication awak kabin. Penelitian ini dilakukan untuk menguji pengaruh benevolent dan morality leadersihp pada upward safety communication dan prosocial voice behavior awak kabin Indonesia. Penelitian ini juga bertujuan untuk menyelidiki peran mediasi perceived organizational support (POS) dalam pengaruh benevolent leadership dan morality leadership terhadap upward safety communication dan prosocial voice behavior. Menggunakan Structural Equation Model (SEM) dengan responden sebanyak 356 awak kabin, hasil penelitian ini menunjukkan benevolent leadership dan morality leadership memiliki pengaruh positif terhadap upward safety communication. Hasil penelitian ini juga menunjukkan benevolent leadership memiliki pengaruh positif terhadap prosocial voice behavior, tetapi morality leadership tidak memiliki pengaruh positif terhadap prosocial voice behavior. Hasil lain penelitian ini adalah POS memediasi pengaruh benevolent dan morality leadership terhadap prosocial voice behavior dan upward safety communication."

"Tesis ini mendeskripsikan pengaruh Kompetensi dan hubungan Leader MemberExchange (LMX) terhadap Kinerja pada Customer Service di perusahaan XLAxiata. Variabel Kompetensi yang diteliti dikhususkan pada dimensi Motives andTraits, Self Concept, dan Knowledges dan Skills. Hubungan Leader MemberExchange (LMX) dalam penelitian ini berperan sebagai variabel Intervening dandilihat dari perspektif kualitas LMX dan dimensi LMX. Kinerja sebagai variabelterikat dan diukur dari tingkat pencapaian kinerja para Customer Service di tahun2014 sampai dengan bulan Maret. Penelitian ini melibatkan 257 responden dari 9unit customer service yang tersebar di seluruh Indonesia. Hasil analisismenunjukkan bahwa ada pengaruh positif yang signifikan antara Kompetensiterhadap Leader Member Exchange (LMX) secara langsung dan ada pengaruhpositif secara tidak signifikan antara Kompetensi terhadap Kinerja secaralangsung. Hubungan Leader Member Exchange (LMX) ternyata berpengaruhnegatif secara langsung dan tidak signifikan terhadap Kinerja. Untuk dapatmeningkatkan kinerja, XL Axiata tidak hanya perlu meningkatkankompetensi tetapi juga dimensi selain LMX. Selain itu perlu dilakukanreview lebih jauh terhadap efektifitas LMX terhadap upaya peningkatankinerja customer service dan tingkat hubungan atasan bawahan yang ideal.

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This thesis describes the impact of competence and relationship Leader MemberExchange (LMX) on the performance of the company's Customer Service at XLAxiata. Variables studied Competence devoted to the dimensions of Motives andTraits, Self Concept, and Knowledge and Skills. Relationship Leader MemberExchange (LMX) in this study serves as an intervening variable and viewed fromthe perspective of the quality of LMX and LMX dimensions. Performance as thedependent variable is measured from the Customer Service?s level of theperformance achievement in year 2014 (up to March). The study involved 257respondents from 9 unit customer service throughout Indonesia. The analysisshowed that there was a significant positive direct impact between thecompetencies and the Leader Member Exchange (LMX) and there isinsignificantly positive impact between the competencies and the performancedirectly. Leader Member Exchange (LMX) has insignificantly negative directimpact to performance. In order to improve performance, XL Axiata does not onlyneed to increase customer service?s competency but also LMX dimensions. Inaddition it is necessary to further review of the effectiveness of LMX onimproving the performance and the ideal level of customer service leader-memberexchange."