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"Penelitian ini berfokus untuk melihat perubahan persepsi organizational justice dan kualitas leader-member exchange yang merupakan dampak dari pelaksanaan coaching pada atasan di departemen sales PT X. Penelitian ini menggunakan desain penelitian pre-test/post-test design. Instrumen penelitian menggunakan kuesioner leader-member exchange dengan ? = 0.73 dan kuesioner organizational justice dengan ? = 0.92. Hasil uji regresi terhadap 35 responden menunjukkan bahwa hanya persepsi interactional justice yang menunjukkan pengaruh signifikan terhadap kualitas leader-member exchange. Artinya, leader-member exchange dapat dijelaskan oleh 12.7 varians organizational justice. Berdasarkan hasil uji perbedaan sebelum dan sesudah pemberian coaching pada atasan terdapat perbedaan mean yang signifikan antara skor interactional justice sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Sama halnya pada skor leader-member exchange sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Karenanya, dapat disimpulkan bahwa intervensi coaching pada atasan yang diberikan efektif dalam meningkatkan organizational justice melalui dimensi interactional justice dan leader-member exchange.

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This study focused on looking at changes in organizational justice perceptions and the quality of leader member exchange which is the impact of coaching implementation on the superiors. This research used pre test post test design research. The research instrument used leader member exchange questionnaire 0.73 and an organizational justice questionnaire 0.92 . The regression analysis from 35 respondents showed that only interactional justice perception had significant influence to leader member exchange quality. In view of this, leader member exchange can be explained by 12.7 organizational justice variance. Based on the test results between the difference of before and after coaching on the superiors, there is a significant mean difference between interactional justice score, before and after intervention p 0.01 p."

"Penelitian ini bertujuan untuk mengetahui hubungan supervisor feedback environment dan leader ndash; member exchange di Departemen Penjualan PT X. Instrumen penelitian menggunakan kuesioner leader ndash; member exchange 2008 dan supervisor feedback environment 2004 yang diisi oleh para Tenaga Penjualan. Hasil uji korelasi terhadap 39 responden menunjukkan bahwa facet supervisor feedback environment yang memiliki hubungan positif yang signifikan dengan leader ndash; member exchange hanyalah feedback quality r=0.449 , p

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This study aims to determine the relationship of supervisor feedback environment and leader member exchange at Sales Department PT X. Instrument used are leader member exchange 2008 and supervisor feedback environment 2004 rated by 39 sales person. Result showed that feedback quality as one of supervisor feedback environment rsquo s facet correlate significantly with leader ndash member exchange r 0.449 , p"

"Penelitian ini bertujuan untuk melihat pengaruh peningkatan kualitas leadermember exchange terhadap perilaku inovatif pada karyawan kantor pusat PT BB melalui pemberian pelatihan coaching pada atasan. Penelitian ini dilakukan di PT BB, sebuah perusahaan yang bergerak dalam bidang industri mining. Responden penelitian ini adalah 46 orang karyawan level staf. Pengukuran perilaku inovatif dilakukan dengan menggunakan alat ukur Innovative Work Behaviour dari Janssen (2000), sedangkan leader-member exchange diukur dengan menggunakan alat ukur LMX-M dari Wu (2009). Pengolahan data awal menjelaskan bahwa leader-member exchange secara signifikan mempengaruhi perilaku inovatif (r2 = 0.422) dengan dimensi affect dan exchange sebagai dua dimensi yang memiliki kontribusi terbesar. Berdasarkan pengolahan data awal, ditentukan intervensi yang dilakukan adalah intervensi pelatihan coaching pada atasan. Responden intervensi adalah 4 orang atasan langsung dari karyawan yang memiliki skor leader-member exchange dan perilaku inovatif dalam kategori rendah. Efektifitas intervensi diukur melalui evaluasi reaksi, pembelajaran, dan tingkah laku. Pengukuran posttest dilakukan 8 hari setelah pelaksanaan pelatihan kepada 6 orang bawahan dari atasan yang mengikuti pelatihan. Hasilnya terdapat peningkatan skor leadermember exchange yang signifikan sebelum dan setelah pelaksanaan pelatihan (Z= -2,041, p =0.041). Namun demikian, tidak terdapat peningkatan skor perilaku inovatif yang signifikan sebelum dan setelah atasan diberikan pelatihan (Z= -1,095, p = 0.273).

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This research aims to determine the influence of leader-member exchange enhancement on innovative behavior in PT BB's employee by providing coaching training for supervisor. This research was conducted at PT BB, a mining company. Respondents were 46 employees from staff level. Innovative behavior was measured using innovative work behavior scale by Janssen (2000), whereas leader-member exchange was measured using LMX-M scale by Wu (2009). Pretest data showed that leader-member exchange influences innovative behavior significantly (r2=0.422), furthermore affect and exchange found to have the biggest contribution.

Based on the result, researcher design a coaching training for supervisor as an intervention to enhance leader-member exchange so it predicts to enhace innovative behavior too. Intervention gived to 4 supervisor whom their subordinate had low score on leader-member exchange and innovative behavior. Effectivity of coaching training was measured by evaluate the reaction, learning, and behavior changing. Post-test was measured to 6 subordinates, 8 days after the intervention. The result showed there was significant improvement on leadermember exchange score after the intervention (Z = -2,041, p =0.041). For instance, there was not significant improvement on innovative behavior (Z = -1,095, p = 0.273)."

"Penelitian ini difokuskan pada usaha untuk meningkatkan leader member exchange dari bawahan dan kepuasannya terhadap atasan. Alat ukur yang digunakan dalam penelitian ini adalah alat ukur leader member exchange yang diadaptasi dari Liden dan Maslyn (1998) dan faset kepuasan terhadap atasan dari Job Satisfaction Survey (Spector, 1997). Hasil analisis korelasi Pearson terhadap 35 orang bawahan di PT. X, ditemukan bahwa terdapat hubungan yang positif dan signifikan antara leader member exchange dan kepuasan terhadap atasan (r = 0.522 dan signifikansi 0.001). Leader member exchange bawahan di PT. X tergolong rendah, oleh karena itu diusulkan intervensi coaching dari atasan kepada bawahan. Untuk itu, atasan perlu diberikan pelatihan dasar coaching dan buku panduan coaching. Walau sebatas sosialisasi kepada manajemen PT. X, tanggapan yang diberikan positif. Dengan demikian, pelatihan dan buku panduan coaching tersebut sesuai untuk diberikan kepada para atasan PT. X, sehingga diharapkan leader member exchange dan kepuasan terhadap atasan dapat meningkat.

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This research is focused on the effort to improve leader member exchange from subordinate and their supervision satisfaction at PT. X. Measurement scale that is used in this research are leader member exchange scale from Liden and Maslyn (1998) and supervisory facet from Job Satisfaction Survey (Spector, 1997). Pearson correlation analysis from 35 subordinates at PT. X shows that there?s a positive and significant correlation between leader member exchange and supervisory satisfaction (r = 0.522 and significance 0.001). Leader member exchange from subordinates at PT. X are low, therefore coaching intervention from superordinate to subordinate was proposed. To that end, superordinate need to be given basic coaching training and guidance book about coaching. Although it just socialization to the management of PT. X, the response is positive. Coaching training and guidance book of coaching are suitable to be given at PT. X, so that leader member exchange and supervisory satisfaction are expected to increase."

"Penelitian ini fokus pada hubungan variabel Leader-Member Exchange (LMX) dan Organizational Citizenship Behavior (OCB), serta intervensi terhadap Leader-Member Exchange (LMX) untuk melihat dampaknya pada Organizational Citizenship Behavior (OCB). Sebanyak sepuluh orang karyawan PT X besedia berpartisipasi pada penelitian ini dan mengisi kuesioner yang digunakan pada penelitian ini, yaitu LMX-MDM (1998) dan Organizational Citizenship Behavior Scale (1990). Kuesioner-kuesioner tersebut mengukur perilaku kerja karyawan sebelum dan sesudah pemberian leadership program intervention. Hasil penelitian menggunakan The Wilcoxon Signed Rank Test menunjukkan tidak ada perbedaan nilai yang signifikan, baik LMX dan OCB saat sebelum dan sesudah pemberian program intervensi kepemimpinan (p>0.05). Hasil ini disebabkan beberapa faktor antara lain lack of time dalam proses transfer of learning, belum optimalnya peran controller dalam proses implementasi hasil pembelajaran, dan beberapa hal lainnya yang akan dibahas pada bagian diskusi.

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This research focused on the relationship between Leader-Member Exchange (LMX) and Organizational Citizenship Behavior (OCB), along with intervention on Leader-Member Exchange and its impacts on Organizational Citizenship Behavior (OCB). Ten employees of PT X agreed to participate in this study and filled in LMX-MDM Scale (1998) and Organizational Citizenship Behavior Scale (1990). Those questionnaires measured employees’ work behaviors before and after a leadership intervention program.

The Wilcoxon Signed Rank Test results showed that there was no significant difference in Leader-Member Exchange and Organizational Citizenship Behavior before and after intervention (p>0.05). These results were caused by several factors including lack of time in the transfer of learning process, the role of the controller was less involved during implementation process of learning outcomes, and several other things that will be discussed in the discussion section."

"Penelitan ini bertujuan untuk mengetahui adanya pengaruh peningkatan kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi di PT LH. Berdasarkan data awal berupa Interview, FGD dan kuesioner diagnosa organisasi (ODQ), menunjukkan bahwa perilaku kewarganegaraan organisasi di PT LH masih perlu ditingkatkan. Kualitas hubungan antara atasan dan bawahan diduga berpengaruh terhadap perilaku kewarganegaraan organisasi. Hal ini dibuktikan dengan mengukur pengaruh kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi. Kualitas hubungan atasanbawahan diukur dengan menggunakan kuesioner LMX-MDM dari Liden & Maslyn (1998) yang telah diadaptasi oleh Radikun (2010). Kuesioner kualitas hubungan atasan-bawahan ini terdiri dari 11 item (α=0,877). Sementara kuesioner perilaku kewarganegaraan organisasi menggunakan kuesioner dari Organ (1988) yang terdiri dari 18 item (α = 0,812). Hasil perhitungan uji regresi pada 40 responden memperoleh hasil R2 =0,117 (p<0,05) yang berarti kualitas hubungan atasan-bawahan mempengaruhi perilaku kewarganegaraan organisasi sebesar 11,7%. Dari keempat dimensi kualitas hubungan atasan-bawahan, dimensi kontribusi yang memiliki sumbangan paling besar terhadap perilaku kewarganegaraan organisasi. Berdasarkan hasil tersebut, maka dilakukan intervensi untuk meningkatkan kualitas hubungan ataan-bawahan, khususnya dimensi kontribusi yang diharapkan dapat meningkatkan perilaku kewarganegaraan organisasi. Intervensi yang dilakukan berupa pelatihan effective coaching kepada para manajer di PT LH.

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This study aims to investigate the effect of improving leader member exchange to organizational citizenship behavior in PT. LH. Based on initial data from Interview, focus group discussions, and organizational Diagnosis Questionnaire (ODQ), the researcher found that organizational citizenship behavior in PT.LH still need improvement. Low quality of the leader member exchange are assumed to affect organizational citizenship behavior. This is evidenced by measuring the effect of leader member exchange to organizational citizenship behavior. Leader-Member Exchange was measured using LMX-MDM from Liden & Maslyn (1998) which has been adapted by Radikun (2010). LMX-MDM is consists of 11 items (α = 0.877). While organizational citizenship behavior measured by using a questionnaire from Organ (1988) which consists of 18 items (α = 0.812). The results of calculations using simple regression from 40 respondents showed R2 = 0.117 (p <0.05), which means the quality of LMX affects organizational citizenship behavior at 11.7%. Among four dimensions of LMX, contribution has the most influence and significant impact on organizational citizenship behavior. Based on these result, the intervention in this study was designed to increase leader member exchange, particularly contribution dimension in other to increase the organizational citizenship behavior of employees. Researcher then implemented effective coaching training towards manager in PT LH."

"Berbagai organisasi mengalami tantangan dan perubahan yang begitu cepat, sehingga perlu diimbangi dengan mengoptimalkan komitmen afektif organisasi (KAO) dari para karyawan. Peneliti berargumen bahwa LMX berpengaruh terhadap KAO. Dengan kata lain, semakin baik LMX akan semakin tinggi pula KAO yang dirasakannya. Tujuan penelitian ini adalah membuktikan pengaruh LMX terhadap KAO dan membuktikan efektivitas intervensi berupa program pengembangan kepemimpinan dalam meningkatkan kualitas hubungan atasan-bawahan, yang terdiri dari pelatihan, one-on-one conversation, dan dilengkapi dengan leader-member work activities. Peneliti berargumen bahwa program intervensi tersebut dapat meningkatkan LMX yang nantinya akan berdampak pada meningkatnya KAO. Sebanyak 35 karyawan Plant C PT X berpartisipasi dalam penelitian ini. Selain itu, terdapat sepuluh orang leader Plant C PT X berpartisipasi dalam program intervensi. Desain Pre-test/Post-test digunakan dalam penelitian ini untuk mengukur efektivitas dari intervensi yang diberikan. Hasil dari penelitian ini menunjukkan bahwa LMX berpengaruh secara signifikan terhadap KAO (β = 0,48; R2 = 0,23; p = 0,00). Sementara itu, intervensi yang diberikan belum dapat meningkatkan kualitas hubungan atasan-bawahan secara berarti sehingga peneliti menyarankan perusahaan untuk mengimplementasi one-on-one conversation secara kontinu, mengalokasikan waktu yang lebih terstruktur dan rutin, dan mengevaluasi serta mengoptimalkan program-program interaktif yang sudah ada sebelumnya.

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Many organizations experienced challenges and rapid changes. It is requires the optimation of affective organizational commitment (AOC) among employees in the organization. It is argued that the quality of leader-member relationship (LMX) influenced AOC. The better the relationship quality, the AOC will also increased.

This study aims to investigate that LMX can predict affective commitment, and also looks into the effectiveness of the leadership development intervention program which consisted of training, one-on-one conversation, and supplemented by leader-member work activities, in improving the relationship. It is argued that the intervention program can improve both the LMX and AOC. Thirty-five employees of Plant C, PT X participated in this study. Additional 10 employees then joined the intervention. Pre-test/post-test research design was used to measure the effectiveness of the intervention.

The result of this study showed that there was a significant influence from the LMX to AOC (β = 0,48; R2 = 0,23; p = 0,00). However, the intervention cannot be used to improve the relationship. Based on the result, there are some suggestion for the organization, such as the continuous implementation of the one-on-one conversation, allocating a better structure of time for the leaders, also both evaluate and optimize some existed interactive programs."

"Kualitas dan jumlah partisipan pada kompetisi perilaku inovasi pada PT. A belum optimal. Berdasarkan penelitian awal, atasan memiliki peran yang penting dalam keikutsertaan karyawan pada kompetisi inovasi. Penelitian dilakukan untuk melihat pengaruh peningkatan leader member exchange terhadap perilaku inovatif karyawan. Penelitian dilakukan pada 77 karyawan PT A, dengan kuesioner leader member exchange-multidimensional (Liden & Maslyn, 1998) dan innovative work behavior (Janssen, 2000). Hasil regresi menunjukkan terdapat pengaruh signifikan dari leader member exchange terhadap perilaku inovatif. Berdasarkan hasil tersebut dilakukan intervensi sosialisasi coaching kepada atasan dan pemberian coaching oleh atasan kepada bawahan untuk meningkatkan leader member exchange dan perilaku inovatif. Efektivitas intervensi diukur pada 15 karyawan di wilayah Jakarta Pusat yang atasannya diberikan intervensi. Hasil menunjukkan perbedaan signifikan antara skor leader member exchange dan skor perilaku inovatif bawahan sebelum dan sesudah intervensi. Dengan demikian, atasan perlu melakukan coaching terhadap bawahan secara berkala, dan departemen HRD perlu melakukan monitoring pelaksanaannya.

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The quality and number of participants in the innovative behavior competition in PT A were still not optimal. Based on preliminary study, the superior has an important role in employee participation on the competition. This study was conducted to see the effect of leader member exchange on employee innovative behavior. This research was conducted on 77 staff employees of PT A using Multidimensional Leader-Member Exchange questionnaire from Liden and Maslyn (1998) and Innovative Work Behavior questionnaire from Janssen (2000). The results of regression statistical tests indicate that there is significant effect of leader member exchange on innovative behavior. Based on the results, socialization and coaching by superiors to subordinate were performed to enhance leader member exchange and innovative behavior. The effectiveness of the intervention was measured on 15 employees of PT A in Central Jakarta which the superior were given the intervention. The results showed that there are significant differences between leader member exchange scores and scores of innovative behaviors before and after the intervention. Thus, the superior should give coaching to subordinate on a regular basis, and the HR Departement needs to monitor its implementation."

"Penelitian ini bertujuan untuk melihat peningkatan leader member exchange (LMX) terhadap keterlibatan kerja melalui intervensi program kepemimpinan di plant PT X. Penelitian ini menggunakan desain before-after dan terdiri dari studi awal, intervensi, dan studi lanjutan. Partisipan dalam studi intervensi merupakan pimpinan dan dalam studi awal serta lanjutan merupakan bawahan. Peneliti menggunakan alat ukur LMX MDM untuk mengukur leader member exchange dan UWES-9 untuk mengukur keterlibatan kerja. Hasil survei awal menunjukkan terdapat pengaruh yang signifikan antara leader member exchange dan keterlibatan kerja pada karyawan di plant PT X (β = 0,40; r2 = 0,16; p = 0,02). Peneliti melakukan intervensi program kepemimpinan untuk meningkatkan skor leader member exchange yang harapannya juga dapat meningkatkan skor keterlibatan kerja.Hasil intervensi menunjukkan, terdapat peningkatan pengetahuan setelah partisipan mengikuti pelatihan kepemimpinan. Namun, partisipan belum secara konsisten menerapkan tingkah laku yang dapat meningkatkan kualitas hubungan atasan bawahan. Hasil studi lanjut setelah intervensi, menunjukkan tidak terdapat peningkatan skor leader member exchange dan keterlibatan kerja. Dengan demikian, maka diusulkan saran untuk dapat mengoptimalkan hubungan atasan bawahan di plant PT X antara lain, menjadikan one on one conversation sebagai kegiatan rutin, pemberian umpan balik konstruktif sesuai pedoman, membangun hubungan berlandaskan rasa saling percaya, dukung, dan dapat saling mengandalkan serta apresiasi kepada tim yang konsisten menerapkan kegiatan yang dapat mengoptimalkan kualitas hubungan dalam tim.

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This study aims to investigate an increase in the relationship between LMX to work engagement through leadership intervention programs at plant PT X. This study used a before-after design and consisted of three stages, namely initial study, intervention, and further study. Participants in the intervention study were leaders and participants in the initial and follow-up studies were subordinates. Researchers used the LMX to measure the leader member exchange and UWES-9 to measure work engagement. Preliminary survei results showed that there was a significant effect between the leader member exchange and work engagement on employees at plant PT X ( β = 0,40; r2 = 0,16; p = 0,02). The researcher conducted a leadership intervention program to increase the score of leader member exchange which are expected to also increase the score of work engagement.The results of the intervention showed that there was an increase in knowledge after participants took part in the leadership training but participants had not consistently applied behavior that could improve the quality of subordinate supervisors' relationships. The results of further studies showed that there was no increase in LMX and work engagement scores between before and after the implementation of leadership intervention. Thus, suggestions for optimizing LMX in the plant PT X include making one on one conversation a routine activity, providing constructive feedback according to guidelines, building relationships based on mutual trust, support, and mutual dependence and appreciation to teams that consistently implement activities that can optimize the quality of relationships within the team."

"ABSTRAKOrganisasi memerlukan karyawan dengan level work engagement yang tinggi sebagai competitive advantages untuk dapat bersaing di era VUCA. Leader-member exchange (LMX) adalah salah satu prediktor yang berperan kuat pada work engagement karyawan. Oleh sebab itu, diperlukan studi yang dapat menjelaskan kedua variabel tersebut. Dari hasil studi tersebut akan dirancang intervensi yang diharapkan dapat meningkatkan kualitas hubungan atasan bawahan sehingga work engagement karyawan menjadi lebih kuat. Penelitian ini terdiri dari dua studi. Studi satu bertujuan untuk melihat pengaruh LMX terhadap work engagement di PT X. Studi ini menggunakan pendekatan kuantitatif, dengan desain penelitian korelasional yang dilakukan kepada 72 karyawan PT X. Alat ukur yang digunakan dalam penelitian adalah UWES 9 dan LMX-MDM. Hasil uji regresi menunjukkan bahwa terdapat pengaruh yang signifikan dari LMX terhadap work engagement (p < .05, R2 = .20). Berdasarkan hasil tersebut, peneliti melakukan studi dua untuk melakukan intervensi program peningkatan LMX kepada atasan (delapan orang) yang dipersepsi bawahan memiliki kualitas hubungan dengan bawahan yang belum optimal. Hasil menunjukkan terdapat perbedaan mean yang signifikan pada evaluasi pembelajaran (Z = -2.21, p < .05) serta terdapat perubahan evaluasi perilaku secara signifikan (Z = -2.37, p < .05). Hasil uji beda pre-post variabel menunjukkan terdapat peningkatan signifikan skor leader-member exchange dan work engagement (p < .05). Oleh karena itu, program peningkatan LMX efektif meningkatkan leader-member exchange yang selanjutnya memengaruhi peningkatan work engagement karyawan di PT X.

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ABSTRACTOrganization need employees with high level of work engagement as competitive advantages in this VUCA era. Leader-member exchange (LMX) is one of predictors of work engagement. This study will explain relationhip between two variables and find an appropriate intervention to increase LMX that will impact the work engagement enhancement. This research consists of two study, first study will examine the effects of LMX on work engagement at X organization. The research design used quantitative method and correlational design. First study involved 72 employees, measurement instruments used UWES 9 and LMX-MDM. Result showed the significant effects of LMX on work engagement (p < .05, R2 = .20). Based on first study result, researcher conducted LMX improvement program for the direct supervisor that has minimum score of LMX perceived by the subordinate and the one-group pretest-posttest design for the second study (intervention). Result showed there was significant difference mean score in knowledge evaluation (Z = -2.21, p < .05), and significant in behavior evaluation (Z = -2.37, p < .05). There is significant mean score differentiation between leader-member exchange and work engagement before and after the intervention at X organization (p < .05). Therefore, LMX improvement program effective to increase leader-member exchange then will impact the improvement of work engagement."