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"Penelitian ini bertujuan untuk mengetahui gaya komunikasi pemimpin yang dominan digunakan di organisasi berbentuk agensi kehumasan Piar Consulting, dengan memakai konsep gaya komunikasi dari Koehler, et.al (1978). Gaya komunikasi pemimpin tersebut memiliki peranan dalam membangun sikap positif karyawan atau disebut juga employee engagement. Dimana untuk melihat sikap positif ini, dapat terlihat dari dua sisi utama, yaitu job engagement dan organizational engagement yang diungkapkan oleh Armstrong (2014). Hubungan antara kedua konsep ini dapat dilihat dengan bingkai teori leader-member exchange yang diungkapkan Yukl (2013). Penelitian ini menggunakan paradigma post-positivist dengan pendekatan kualitatif dan strateginya adalah studi kasus. Hasil dari penelitian ini menunjukkan bahwa gaya komunikasi pemimpin yang dominan digunakan di Piar Consulting adalah dynamic dan controlling. Kedua gaya komunikasi ini merupakan gaya komunikasi yang dominan digunakan pemimpin dalam berkomunikasi terkait pekerjaan dan tugas kepada karyawannya, dimana gaya komunikasi tersebut menghasilkan efek negatif yang menurunkan sikap positif karyawan pada pekerjaan dan organisasinya yang berujung kepada banyak karyawan meninggalkan organisasi tersebut. Untuk karyawan yang memang masih bekerja di dalam organisasi, memiliki alasannya masing-masing dan hampir tidak ada satupun yang berada disana karena alasan gaya komunikasi dari pimpinannya. Tidak terjadi apa yang disebut leader-member exchange atau pertukaran antara gaya komunikasi pemimpin yang dimilikinya dan employee engagement yang seharusnya diberikan karyawan karena cara pemimpin berkomunikasi.

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This study aims to determine the dominant leader communication style used in organizations in the form of public relations agency Piar Consulting, by using the concept of communication style from Koehler, et.al (1978). The leader's communication style has a role in building positive employee attitudes or also called employee engagement. Where to see this positive attitude, can be seen from two main sides, namely job engagement and organizational engagement expressed by Armstrong (2014). The relationship between these two concepts can be seen with a frame of leader- member exchange theory revealed by Yukl (2013). This study uses a post-positivist paradigm with a qualitative approach and the strategy is a case study. The results of this study indicate that the dominant leader communication style used at Piar Consulting is dynamic and controlling. Both of these communication styles are the dominant communication styles used by leaders in communicating related work and tasks to their employees, where the communication style produces a negative effect which decreases the employee's positive attitude to work and his organization which leads to many employees leaving the organization. For employees who are still working in the organization, they have their reasons and almost no one is there because of the communication style of their leaders. No so-called leader-member exchange occurs between the leader's communication style and employee engagement that employees should give because of the way leaders communicate."

"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."

"Penelitian ini dilakukan untuk mendapatkan gambaran persepsi hubungan antara atasan dan bawahan dalam leader-member exchange, serta persepsi karyawan terhadap dukungan organisasi atau perceived organizational support, yang merupakan faktor yang mempengaruhi turnover intentions karyawan. Peneliti menggunakan organizational commitment sebagai mediator variabel untuk melihat pengaruh langsung dan tidak langsung dari kedua independen variabel tersebut. Partisipan penelitian berjumlah 176 orang karyawan yang terdiri atas dua kelompok responden, yaitu Responden A sebagai atasan dan Responden B sebagai pelaksana/bawahan yang akan dibandingkan hasilnya.Hasil penelitian ini menunjukkan hasil yang signifikan pada kedua responden penelitian terkait dengan pengaruh perceived organizational support terhadap turnover intentions, baik secara langsung maupun tidak langsung melalui organizational commitment sebagai mediator. Namun, menunjukkan hasil yang berbeda pada pengaruh leader-member exchange terhadap turnover intentions, baik secara langsung maupun melalui organizational commitment sebagai moderator. Pada Responden A, leader-member exchange tidak memiliki pengaruh yang signifikan terhadap turnover intentions, baik secara langsung maupun melalui organizational commitment sebagai moderator. Sedangkan, hasil pada Responden B menunjukkan hasil yang sebaliknya, yaitu terdapat pengaruh yang signifikan leader-member exchange terhadap turnover intentions, baik secara langsung maupun melalui organizational commitment sebagai moderator.

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This research was conducted to get a whole picture of the perception toward superiors subordinates'relationship in leader member exchange, as well as employee's perceptions of organizational support in perceived organizational support, which may affect employee turnover intentions. Researcher use organizational commitment as a moderator variable to see the direct and indirect influences from those two independent variables. Survey data were collected from 176 employees, which consists of two groups of respondents, namely Respondent A as superior and Respondent B as the executor subordinate, which will be compared the result with one another.

The result of this study shows significant in both respondents related to the influence of perceived organizational support toward turnover intentions, either directly or indirectly through organizational commitment as a mediator variable. However, it shows different on the influences of leader member exchange toward turnover intentions, either directly or indirectly through organizational commitment as a moderator variable. Respondent A show that leader member exchange has no significant effect on the employee's turnover intentions, either directly or through organizational commitment as a moderator. Meanwhile, the results of Respondent B show the opposite, that there is a significant influence of leader member exchange on employee's turnover intention, either directly or through organizational commitment as moderator."

"Perkembangan pada era digitalisasi menuntut perusahaan melakukan perubahan yang signifikan dalam proses bisnisnya sebagai langkah dan upaya untuk menghadapi kompetitor dan beradaptasi dengan lingkungan terutama pasar eksternal (eksternal market). Perubahan tersebut tentunya memberi dampak berupa tantangan bagi suatu organisasi terutama SDM yang dimiliki untuk dapat menghadapi dan beradaptasi dengan perubahan yang sedang terjadi. Penelitian ini bertujuan untuk mengetahui peran komitmen afektif terhadap perubahan sebagai mediator hubungan pertukaran pemimpin-anggota dengan kemampuan mengatasi perubahaan di Unit Area PT X. Penelitian ini menggunakan metode kuantitatif melalui penyebaran kuesioner secara daring, dengan desain penelitian non-eksperimen yang berjenis desain korelasi dan melakukan analisis mediasi pada variabel penelitian. Subjek penelitian berjumlah 222 partisipan yang berasal dari 7 Unit Area PT X. Alat ukur yang digunakan untuk mengukur kemampuan mengatasi perubahan memiliki reliabilitas dengan nilai koefisien Cronbach’s Alpha sebesar α = 0.64. Pada alat ukur yang digunakan untuk mengukur komitmen afektif terhadap perubahan, diambil dari dimensi komitmen afektif pada alat ukur komitmen terhadap perubahan organisasi memiliki reliabilitas dengan nilai Cronbach’s Alpha sebesar α = 0.81. Selain itu, pada alat ukur pertukaran pemimpin-anggota ditemukan nilai koefisien Cronbach’s Alpha sebesar α= 0.81. Hasil analisis mediasi menunjukan bahwa komitment afektif terhadap perubahan dapat berperan sebagai mediator dengan bentuk full mediation antara pertukaran pemimpin-anggota, dengan nilai koefisien tidak langsung sebesar indirect = 0.08, SE = 0.03, 95% CI = [0.03,0.15] terhadap coping with change. Nilai koefisien efek langsung sebesar b = 0.10, t (219) = 1.49, p = 0.14 (p>0.05), 95% CI = [-0.03,0.24]. Selain itu,ditemukan juga hasil efek keseluruhan (total effect) dengan nilai koefisien b = 0.19, t (220)= 2.65, p = 0.01 (p<0.05), 95% CI = [0.05,0.33]. Hasil penelitian ini menyimpulkan bahwa pertukaran pemimpin-anggota dapat memprediksi kemampuan karyawan dalam menghadapi perubahan jika karyawan memiliki komitmen afektif terhadap perubahan

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The development in the era of digitalization requires companies to make significant changes in their business processes as steps and efforts to face competitors and adapt to the environment, especially the external market. These changes certainly have an impact in the form of challenges for an organization, especially its human resources, to be able to face and adapt to the changes that are happening. This study aims to determine the role of affective commitment to change as a mediator of the leader-member exchange relationship with the ability to overcome the change in the PT X Area Unit. This research uses quantitative methods through online questionnaires, with a non-experimental research design that is a correlation design type and performs mediation analysis on research variables. The research subjects were 222 participants who came from 7 Unit Area PT X. Measurement tools for coping with change have reliability with a Cronbach's Alpha coefficient value of α = 0.64. The measuring instrument used to measure affective commitment to change is taken from the dimension of affective commitment on the commitment to organizational change measurement, having reliability with a Cronbach's Alpha value of α = 0.81. Also, the leader-member exchange measurement tool found the Cronbach's Alpha coefficient value of α = 0.81. The results of the mediation analysis show that affective commitment to change can act as a mediator with the form of full mediation between leader-member exchanges, with an indirect coefficient value of indirect = 0.08, SE = 0.03, 95% CI = [0.03,0.15] on coping with change. . The direct effect coefficient value is b = 0.10, t (219) = 1.49, p = 0.14 (p> 0.05), 95% CI = [-0.03,0.24]. In addition, the results of the total effect were also found with a coefficient value of b = 0.19, t (220) = 2.65, p = 0.01 (p <0.05), 95% CI = [0.05,0.33]. The results of this study concluded that the two-way communication process and the quality of the reciprocal relationship between employees and leaders would predict the ability of employees to deal with change if only employees have the commitment and desire to support a change based on the belief in the benefits of changes in the organization"

"Penelitian ini bertujuan untuk menganalisis pengaruh leader-member exchange (LMX), partisipasi, dan informasi terhadap commitment to change yang dimediasi oleh employee perceptions of justice. Penelitian ini dilakukan di Kementerian Sekretariat Negara yang mulai tahun 2005 mengalami proses perubahan organisasi melalui pelaksanaan reformasi birokrasi. Pengumpulan data dilakukan dengan menggunakan metode survei kuesioner. Jumlah responden dalam penelitian ini sebanyak 372 orang. Analisis data dilakukan dengan menggunakan metode Structural Equation Model (SEM).Hasil penelitian menunjukkan bahwa leader-member exchange (LMX) tidak memiliki pengaruh positif langsung terhadap commitment to change, sedangkan partisipasi dan informasi memiliki pengaruh positif langsung terhadap commitment to change. Selain itu, leadermember exchange (LMX), partisipasi, dan informasi memiliki pengaruh positif langsung terhadap employee perceptions of justice.Penelitian ini juga membuktikan bahwa employee perceptions of justice memediasi secara penuh pengaruh leader-member exchange (LMX) terhadap commitment to change. Di sisi lain, employee perceptions of justice memediasi secara parsial pengaruh partisipasi dan informasi terhadap commitment to change.

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This research aimed to analyze the influence of leader-member exchange (LMX), participation and information toward commitment to change mediated by employee perception of justice. This research was conducted in the Ministry of State Secretariat of the Republic of Indonesia. In addition, the Ministry of State Secretariat had bureaucratic reformation in 2005, resulting in the changes of its organization. The data were collected from questionnaires. The participants of the questionnaires were 372 people. The data were analyzed by using Structural Equation Model (SEM).

The result showed that leader-member exchange (LMX) did not has positive effect directly toward commitment to change, while participation and information have positive effect directly toward commitment to change. Moreover, leader-member exchange (LMX), participation, and information have positive effect directly toward employee perceptions of justice.

This research also proved that employee perceptions of justice fully mediate the effect leader-member exchange (LMX) toward commitment to change. On the other hand, employee perceptions of justice partially mediate the effect participation and information toward commitment to change."

"Penelitian ini menguji pengaruh kualitas hubungan atasan-bawahan leader-member exchange, LMX dan kinerja karyawan sesuai tuntutan jabatan in-role behavior, IRB terhadap persepsi karyawan terhadap alat ukur penilaian kinerja performance measurement, PM . Hasil statistik regresi menunjukkan hanya variabel LMX yang berpengaruh signifikan t 36 = 5,38; p.

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This research investigated the impact of leader member exchange LMX and in role behavior IRB towards employees perception on performance measurement PM . Statistically, the regression analysis show that LMX is the only variable that has impact significantly t 36 5,38 p."

"Tesis ini membahas tentang komunikasi internal dalam mewujudkan employee engagement. Penelitian ini dilakukan dengan metode kualitatif deskriptif melalui pendekatan studi kasus. Hasil penelitian menyatakan bahwa komunikasi internal memiliki peran penting dalam pembentukan employee engagement. Hubungan komunikasi yang baik antara atasan dan bawahan, informasi yang berkualitas, komunikasi yang terbuka dari pimpinan, dan kesempatan untuk bawahan mengutarakan pendapat sangat mempengaruhi terbentuknya employee engagement. Selain itu, penelitian ini juga mendapati peran penting manajer sebagai jembatan informasi dan hubungan horizontal yang harmonis sebagai faktor lain pembentuk employee engagement.

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This thesis discusses the internal communication to build employee engagement. This research was conducted with descriptive qualitative method through a case study approach. The study states that internal communication has an important role in the formation of employee engagement. Good superiors-subordinates communication, quality of information, superior openness, and opportunities for communication greatly affect the formation of employee engagement. In addition, the study also found an important role of managers as a bridge of information and harmonious horizontal relationships as other factors to build employee engagement."

"Startup merupakan industri yang sedang marak di Indonesia. Startup memiliki dinamika juga cenderung lebih banyak perubahan bila dibandingkan dengan perusahan swasta yang sudah settled atau perusahaan publik. Hal itu terjadi karena startup harus berubah/beradaptasi terhadap segala kondisi (developing time). Peneliti berusaha meneliti mengenai affective commitment to change dan mengetahui variabel apa yang mendorong munculnya affective commitment to change. Penelitian ini bertujuan untuk menganalisis pengaruh dari change leadership terhadap affective commitment to change dengan psychological empowerment, dan employee engagement sebagai variabel mediasi pada perusahan Startup di DKI Jakarta). Jenis penelitian yang digunakan adalah eksplanatif dengan pendekatan kuantitatif. Penelitian ini dilakukan dengan menyebarkan kuesioner dengan teknik purposive sampling yang disebarkan ke 240 karyawan tetap perusahaan startup di DKI Jakarta. Data pada penelitian ini diolah menggunakan software IBM SPSS 26 dan SmartPLS, dimana Analisis data pada penelitian ini dilakukan menggunakan SEM-PLS (Structural Equation Modelling-Partial Least Square). Hasil dari penelitian ini memperlihatkan bahwa terdapat pengaruh positif dari change leadership terhadap affective commitment to change pegawai tetap perusahaan startup di DKI Jakarta dan terdapat pengaruh positif dari change leadership terhadap affective commitment to change dengan psychological empowerment/employee engagement sebagai variabel mediasi pada pegawai tetap perusahaan startup di DKI Jakarta.

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tartups are a thriving industry in Indonesia, characterized by dynamic changes compared to settled private or public companies. This is due to the constant need for startups to adapt to various conditions within a developing timeframe. The researcher aims to explore affective commitment to change and identify the variables driving the emergence of affective commitment to change. This research aims to analyze the influence of change leadership on affective commitment to change, with psychological empowerment, and employee engagement as mediating variables (a study on startup companies in DKI Jakarta). The research adopts an explanatory approach with a quantitative method. Questionnaires were distributed using purposive sampling to 240 permanent employees of startup companies in DKI Jakarta. Data were processed using IBM SPSS 26 and SmartPLS, employing Structural Equation Modeling-Partial Least Square (SEM-PLS) for data analysis. The results indicate a positive influence of change leadership on affective commitment to change among permanent employees of startup companies in DKI Jakarta. Furthermore, there is a positive impact of change leadership on affective commitment to change, with psychological empowerment/employee engagement serving as mediating variables among permanent employees of startup companies in DKI Jakarta."

"ABSTRAKPenelitian ini bertujuan untuk mengetahui pengaruh leader-member exchange terhadap komitmen afektif dan peran mediasi psychological empowerment dalam hubungan LMX dengan komitmen afektif pada karyawan BUMN dan swasta di Jakarta. Penelitian ini termasuk ke dalam penelitian kuantitatif dan menggunakan kuesioner untuk memperoleh data. Responden penelitian ini berjumlah 218 karyawan tetap di perusahaan BUMN dan swasta yang berlokasi di Jakarta. Analisis data dilakukan dengan menggunakan metode Structural Equation Modelling. Hasil penelitian menunjukkan bahwa LMX berpengaruh positif baik secara langsung maupun tidak langsung terhadap komitmen afektif yang dimiliki karyawan di Jakarta. Penelitian ini juga mengindikasikan bahwa psychological empowerment memediasi secara parsial antara LMX dengan komitmen afektif.

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ABSTRACT

This study aims to examine the impact of leader-member exchange (LMX) on affective commitment and also to examine the mediating effect of psychological empowerment on the relationship between LMX and affective commitment on BUMN and private employees in Jakarta area. This study used a questionnaire as data collection tool in order to obtain the desired research data. The questionnaire filled by 218 respondents, with the number comprising permanent employers from various BUMN and private companies located in Jakarta. The research data is analyzed using Structural Equation Modelling (SEM) method which result shows that LMX has a positive effect, both direct and indirect, on affective commitment of employees in BUMN and private organizations in Jakarta. This study also indicates that psychological empowerment acts as a partial mediator between LMX and affective commitment.

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