Hasil Pencarian  ::  Simpan CSV :: Kembali

"This study is motivated by the change projects sustainability problem based on the study of PKP2A II LAN (2016) study team, identified after Level IV and Level III Leadership Training (Diklatpim). After the training, there are still some milestones or goals of the projects that have not been achieved. Medium-term and long-term goals have not been assessed because the new Diklatpim only review the general implementation of change projects during the training session. The change projects produced in the process of Diklatpim to achieve short-term goals may have a prospect to be expanded, enabling it to maintain its sustainability and to provide benefits for the region especially in the provision of public services. The current conditions rely solely on the alumni of Diklatpim and their mentors, which makes it somewhat difficult to maintain the sustainability of the change projects effectively. This study aims to provide an alternative policy solution for regional governments to improve the sustainability and increase the scale of the Diklatpims change projects. Using literature study methods and qualitative approach, a collaborative model of innovation actors in the regional government for the development of innovation projects is developed. The collaborative model resulting from this study is called the WPPPA Model. This model is a collaboration model between Widyaiswara, Researcher, Planner and Diklatpim Alumni. The successful collaboration process undertaken by key innovation actors will be useful to maintain the sustainability of change projects on a broader scale and increasing the outcome of regional innovation sourced from the change projects."

"[ ABSTRAKTujuan dari penelitian ini adalah melihat pengaruh gaya kepemimpinan changeleadership dan kepercayaan pada pemimpin terhadap komitmen perubahan padakaryawan. Penelitian ini dilakukan di PT. DEF, sebuah perusahaan distribusi farmasimilik swasta di Jakarta. Kuesioner yang digunakan dengan mengadaptasi 3 alat ukur,yaitu: Commitment to Change Inventory (Herscovitch & Meyer, 2002), ChangeLeadership Scale (Liu, 2010), dan Trust in the Leader Inventory (Yang & Mossholder,2010). Ketiga alat ukur ini diterjemahkan ke dalam Bahasa Indonesia. Hasil penelitian(N=129) menunjukkan bahwa terdapat hubungan yang positif dan signifikan antarachange leadership (r=0,323, p<0,01) dan kepercayaan pada pemimpin (r=0,277,p<0,01) dengan komitmen perubahan. Melalui analisa regresi berganda menggunakanteknik hirarkikal, ditemukan kepercayaan pada pemimpin menjadi prediktor yangsignifikan (b = 0,155, SE = 0,048, p < 0.01) dan change leadership memiliki kontribusiunik terhadap komitmen perubahan (b = 0,128, SE = 0,056, p < 0.01) daripada variabelkepercayaan pada pemimpin (b = 0,069, SE = 0,060, p > 0.01). Hasil penelitian iniberkontribusi pada pelaksanaan perubahan organisasi, karena organisasi dapatmemahami variabel yang lebih memprediksi komitmen perubahan sehingga dapatmelaksanakan perubahan organisasi yang lebih efektif.

---

ABSTRACTThe purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change.;The purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change., The purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change.]"