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"Indonesia memiliki tingkat produktivitas yang masih rendah dibandingkan dengan negara lainnya. Produktivitas dapat ditingkatkan melalui work engagement. Penelitian ini merupakan penelitian kuantitatif non eksperimental cross sectional yang bertujuan untuk melihat bagaimana peran mediasi inklusi pada hubungan authentic leadership dan work engagement. Partisipan penelitian ini merupakan 145 pekerja wanita yang bekerja di lingkungan mayoritas laki-laki. Alat ukur yang digunakan adalah Authentic leadership Questionnaire (ALQ), Utrecht Work Engagement Scale-9 (UWES-9), dan workgroup inclusion. Analisis mediasi menggunakan Hayes PROCESS macro SPSS ver. 25 menunjukkan bahwa terdapat mediasi penuh dalam hubungan authentic leadership dan work engagement dengan mediator inklusi (c' = 0.05, SE = 0.06, p = 0.44, CI [-0.072, 0.165]; c=0.30 SE= 0.06, p = 0.00, CI [0.174, 0.427]). Dapat disimpulkan bahwa authentic leadership memengaruhi work engagement melalui mediasi inklusi. Oleh karena itu, perusahaan perlu menciptakan persepsi inklusi dan kepemimpinan yang bersifat Authentic sehingga dapat meningkatkan work engagement pada karyawan wanita dalam lingkungan yang mayoritas pria di Jabodetabek.

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Indonesia has a lower level of productivity compared to other countries. Productivity can be enhanced through work engagement. This study is a non-experimental cross-sectional quantitative research that aims to examine the mediating role of inclusion in the relationship between authentic leadership and work engagement. The participants of this study were 145 female workers who work in predominantly male environments. The measurement tools used were the Authentic Leadership Questionnaire (ALQ), Utrecht Work Engagement Scale-9 (UWES-9), and workgroup inclusion. The mediation analysis using Hayes PROCESS macro SPSS ver. 25 showed that there was full mediation in the influence of authentic leadership on work engagement with inclusion as the mediator (c' = 0.05, SE = 0.06, p = 0.44, CI [-0.072, 0.165]; c = 0.30 SE = 0.06, p = 0.00, CI [0.174, 0.427]). It can be concluded that authentic leadership influences work engagement through full mediation by inclusion. Therefore, companies need to create an inclusive environment and implement authentic leadership to enhance work engagement among female workers in male dominant envionment around Jabodetabek."

"Berdasarkan survei Gallup (2022), karyawan wanita di regional Asia Tenggara memiliki work engagement yang lebih rendah (22%) dari karyawan laki-laki (25%). Hal ini juga didukung oleh beberapa penelitian sebelumnya yang menyatakan hal yang sama. Penelitian ini bertujuan untuk mengetahui peran inklusivitas dalam lingkup bekerja sebagai mediator pada hubungan antara transformational leadership dengan work engagement pada karyawan wanita yang bekerja di lingkungan kerja mayoritas pria. Penelitian ini adalah penelitian korelasional non eksperimental kuantitatif dengan teknik single trial test. peneliti mengambil partisipan yang berasal dari 150 partisipan karyawan wanita yang bekerja di perusahaan yang memiliki mayoritas karyawan laki-laki dengan rentang usia 21 s.d. 58 tahun di daerah Jabodetabek. Penelitian menggunakan tiga alat ukur berupa kuesioner yaitu Transformational Leadership Questionnaire (Ashikali & Groeneveld, 2015), Workgroup Inclusion (Chung dkk., 2020), dan Utrecht Work Engagement Scale 9 (Schaufeli, Bakker & Salanova, 2006). Hasil penelitian menunjukan bahwa pengaruh transformational leadership terhadap work engagement pekerja wanita di jabodetabek di mediasi penuh oleh inklusivitas. Dengan demikian penting bagi perusahaan untuk menerapkan budaya inklusivitas di organisasi, untuk menunjang terjadinya work engagement pekerja wanita.

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Based on the survey that Gallup (2022) has made, Southeast Asian women employee has a lower work engagement level at 22 percent than men 25%.This research is aiming at finding the role of inclusivity at workplace as a mediator on the connection between transformational leadership and work engagement on woman employee that works at a company with men as their majority employee. This research is a non experimental correlational research with a single trial test technic. The researcher took 150 women employee with an age range of 21 to 58 years old as a participant that works in an organization that mostly consist of male employee. This research use 3 measuring instrument that consist of Transformational Leadership Questionnaire (Ashikali & Groeneveld, 2015), Workgroup Inclusion (Chung dkk., 2020), and Utrecht Work Engagement Scale 9 (Schaufeli, Bakker & Salanova, 2006). The results shows that the correlation between transformational leadership and work engagement on woman’s employee at Jabodetabek is fully mediated by inclusivity. Therefore it’s very important for a company to start accumulating inclusive culture at their office, to support women’s work engagement. "

"Penelitian ini bertujuan untuk menguji pengaruh kepemimpinan autentik terhadap kinerja karyawan serta menguji peran mediasi work engagement dan komitmen afektif dalam hubungan tersebut. Penelitian ini menggunakan metode survei dengan mengumpulkan data dari 358 responden karyawan di PT Bank Pembangunan Daerah Papua melalui kuesioner yang telah disesuaikan dan dianalisis menggunakan SEM (Structural Equation Modelling). Hasil penelitian menunjukkan bahwa kepemimpinan autentik tidak berpengaruh signifikan terhadap kinerja karyawan, tetapi work engagement dan komitmen afektif ditemukan memediasi pengaruh kepemimpinan autentik terhadap kinerja karyawan. Peran mediasi ini menjadi sangat penting karena tanpa adanya mediasi work engagement dan komitmen afektif, kepemimpinan autentik tidak akan meningkatkan kinerja karyawan. Berdasarkan hasil pengaruh total, work engagement mentransmisikan pengaruh kepemimpinan autentik terhadap kinerja karyawan lebih besar dibandingkan dengan komitmen afektif.

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This study aimed to examine the effect of authentic leadership on employee performance and to examine the mediating role of work engagement and affective commitment in this relationship. This study used a survey method by collecting data from 358 employee respondents at PT Bank Pembangunan Daerah Papua through customized questionnaires and analyzed using SEM (Structural Equation Modeling). The results showed that authentic leadership had no significant effect on employee performance, but work engagement and affective commitment were found to mediate the effect of authentic leadership on employee performance. This mediation role is very important because without the mediation of work engagement and affective commitment, authentic leadership will not improve employee performance. Based on the total effect, work engagement transmitted the effect of authentic leadership on employee performance to a greater extent than affective commitment."

"Perubahan besar yang dipicu oleh globalisasi dan pandemi COVID-19 telah menuntut adaptasi dan kreativitas dalam dunia kerja, khususnya di era digital. Generasi milenial dan gen Z, yang mendominasi tenaga kerja saat ini memiliki peran penting dalam menciptakan keunggulan kompetitif dan menjaga keberlanjutan organisasi khususnya startup. Penelitian ini bertujuan untuk mengukur dan menganalisis seberapa besar pengaruh perceived authentic leadership, organizational identification, dan terhadap employee creativity yang dimediasi oleh work engagement pada pekerja startup di Jabodetabek. Penelitian ini menggunakan metodologi berbasis survey menggunakan kuesioner online dengan penilaian menggunakan Skala Likert. Data 243 orang responden dianalisis menggunakan teknik partial least squares structural equation modeling (PLSSEM). Hasil penelitian menunjukkan bahwa perceived authentic leadership dan organizational identification berpengaruh positif terhadap employee creativity, baik secara langsung maupun melalui mediasi work engagement.

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Significant changes triggered by globalization and the COVID-19 pandemic have required adaptation and creativity in the world of work, especially in the digital era. The millennial and Z generation, which dominate the workforce today, have an essential role in creating competitive advantages and maintaining the sustainability of organizations, especially startups. This research aims to measure and analyze the influence of Perceived Authentic Leadership, Organizational Identification, and Employee Creativity mediated by Work Engagement in millennial employees who work in startups (Jabodetabek). This research uses a survey-based methodology using an online questionnaire with assessments using a Likert Scale. Data from 243 respondents was analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. The research results show that perceived authentic leadership and organizational identification positively affect employee creativity, both directly and through the mediation of work engagement."

"Skripsi ini membahas tentang iklim manajemen konflik dan kepemimpinan transformasional pada perusahaan startup digital dalam mempengaruhi perilaku inovatif karyawan melalui mediasi keterlibatan kerja. Penelitian ini adalah penelitian kuantitatif dengan desain kausal. Sampel penelitian berasal dari 211 orang karyawan perusahaan startup digital yang telah bekerja selama minimal 1 tahun terakhir di Jabodetabek dengan olah data menerapkan metode Structural Equation Modeling (SEM) melalui perangkat lunak IBM SPSS Statisctics 22 dan Lisrel 8.51. Hasil penelitian membuktikan bahwa terdapat pengaruh positif yang signifikan antara iklim manajemen konflik terhadap perilaku inovatif, baik secara langsung maupun melalui mediator keterlibatan kerja. Namun, kepemimpinan transformasional tidak memiliki pengaruh yang signifikan secara langsung terhadap perilaku inovatif, melainkan perlu dimediasi oleh keterlibatan kerja agar menghasilkan pengaruh positif yang signifikan.

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The focus of this study is conflict management climate and transformational leadership at digital startups in influencing innovative behavior employees mediated by work engagement. This research is qualitative causal design. The data collected from 211 millennial employees of digital startups that have been working at least one last year. In processing data using Structural Equation Modeling (SEM) method with IBM SPSS Statisctics 22 and Lisrel 8.51 software. The results of this study indicate that there are significantly positive effects of conflict management climate towards innovative behavior, both directly and indirectly through work engagement as mediator. However, transformational leadership does not effect significantly towards innovative behavior, but necessary mediated by work engagement in order to result significantly positive effect."

"Untuk bertahan dalam lingkungan VUCA (volatility, uncertainty, complexity, dan ambiguity) di mana perubahan, ketidakpastian, dan ketidakstabilan pada lingkungan eksternal terjadi secara drastis, perusahaan membutuhkan perilaku bersuara karyawan. Perilaku ini ditemukan berkaitan dengan faktor lain, yaitu kepemimpinan autentik dan perilaku proaktif. Namun, dibutuhkan penelitian yang mampu menjelaskan mekanisme hubungan antar variabel tersebut. Oleh karena itu, penelitian ini dilakukan untuk melihat hubungan antara kepemimpinan autentik dan perilaku bersuara karyawan dengan perilaku proaktif sebagai mediator. Penelitian menggunakan tiga alat ukur, yaitu Authentic Leadership Questionnaire (ALQ), Voice Behavior Scale (VBS), dan Proactive Work Behavior Scale (PBWS) yang terbukti reliabel. Dalam penelitian ini telah diperoleh 278 partisipan dengan convenience sampling dengan karakteristik berusia 20-59 tahun, karyawan level staf, dan memiliki atasan langsung. Hasil penelitian menunjukkan bahwa terdapat hubungan positif yang signifikan antara kepemimpinan autentik dan perilaku bersuara karyawan. Hasil penelitian juga menunjukkan bahwa perilaku proaktif memediasi secara parsial hubungan antara kepemimpinan autentik dan perilaku bersuara karyawan.

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To survive in VUCA (volatilty, uncertainty, complexity, and ambiguity) where changes, uncertainty, and instability occur drastically, the need for companies to encourage employee voice behavior is rising. This behavior was found to be related to authentic leadership and proactive behavior. However, further research is needed to explain the underlying mechanisms between variables. Therefore, this research is conducted to examine the relationship between authentic leadership and employee voice behavior with proactive behavior as a mediator. This research used Authentic Leadership Questionnaire (ALQ), Voice Behavior Scale (VBS), and Proactive Work Behavior Scale (PBWS) as measuring tools that are proven to be reliable. With convenience sampling, this research is able to gather 278 participants aged 20-59 years all of whom are staff level employees with direct supervisors. Results reveal that authentic leadership has a significant positive relationship with employee voice behavior and it is also proven that proactive behavior partially mediates the relationship of authentic leadership and employee voice behavior."

"Penelitian ini bertujuan untuk mengetahui pengaruh dari inclusive leadership, dan job crafting terhadap work engagement, sekaligus menguji peran mediasi person-job fit. Data yang digunakan dalam penelitian ini adalah data primer yang dikumpulkan melalui survei secara online dari 376 pegawai Direktorat Jenderal Pajak, Kementerian Keuangan, yang berkantor di provinsi DKI Jakarta. Data tersebut dianalisis secara kuantitatif menggunakan Structural Equation Modeling (SEM) dengan perangkat lunak Lisrel untuk mengetahui hubungan antarvariabel. Dari hasil penelitian ini dibuktikan bahwa pengaruh positif inclusive leadership terhadap work engagement, dan job crafting terhadap work engagement. Selain itu, dibuktikan juga pengaruh positif person-job fit terhadap work engagement, pengaruh positif inclusive leadership terhadap person-job fit, serta pengaruh positif job crafting terhadap person-job fit. Sedangkan dalam analisis peran mediasi, ditemukan bahwa person-job fit memediasi secara parsial hubungan antara inclusive leadership terhadap work engagement. Selain itu, dibuktikan juga person-job fit memediasi secara parsial hubungan antara job crafting terhadap work engagement. Hasil penelitian ini adalah untuk membangun perhatian organisasi terkait penciptaan work engagement guna menghadapi perubahan organisasi terutama terkait pembaruan sistem inti administrasi perpajakan. Namun dalam penelitian ini memiliki keterbatasan berupa responden belum tersebar secara proporsional, sehingga penelitian selanjutnya dapat menambah responden untuk mencapai proporsionalitas data serta melakukan penelitian dengan mix method untuk mendapatkan hasil yang komprehensif.

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This study aims to determine the effect of inclusive leadership and job crafting on work engagement, as well as examine the mediating role of person-job fit. The data used in this study is primary data collected through an online survey of 376 employees of the Directorate General of Taxes, Ministry of Finance, whose offices are in DKI Jakarta province. The data were analyzed quantitatively using Structural Equation Modeling (SEM) with Lisrel software to determine the relationship between variables. From the results of this study it is proven that the positive influence of inclusive leadership on work engagement, and job crafting on work engagement. In addition, it is also proven that the positive effect of person-job fit on work engagement, the positive effect of inclusive leadership on person-job fit, and the positive effect of job crafting on person-job fit. Meanwhile, in the mediation role analysis, it was found that person-job fit partially mediates the relationship between inclusive leadership and work engagement. In addition, it is also proven that person-job fit partially mediates the relationship between job crafting and work engagement. The results of this study are to build organizational attention regarding the creation of work engagement in order to deal with organizational changes, especially related to updating the core tax administration system. However, this study has limitations in the form of respondents not being proportionally dispersed, so that further research can add more respondents to achieve proportionality of the data and conduct research using a mixed method to obtain comprehensive results."

"Penelitian ini dilakukan untuk mengetahui pengaruh dari grit dan kepemimpinan transformasional pada work engagement pada karyawan dari 62 perusahaan startup. Data diambil melalui kuesioner yang disebarkan secara online di Jakarta (N = 204). Alat ukur yang digunakan untuk mengukur variabel dalam penelitian ini adalah The Grit Scale (Duckworth, Peterson, Matthews, & Kelly, 2007), MLQ (Multifactor Leadership Questionnaire) (Bass & Avolio, 1991), dan The UWES-9 (Utrecht Work Engagement Scale) (Schaufeli, Bakker, & Salanova, 2006) yang telah diterjemahkan ke dalam Bahasa Indonesia. Data diolah dengan menggunakan model regresi berganda pada SPSS. Hasil penelitian menunjukkan bahwa grit dan kepemimpinan transformasional berpengaruh secara positif dan signifikan terhadap work engagement. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional memiliki varians yang unik pada work engagement setelah mengontrol grit. Diskusi dan saran dipaparkan pada bagian akhir penelitian ini.

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This research was conducted to determine the contribution of grit and transformational leadership on work engagement. Data was collected through an online survey to employees from 62 startups in Jakarta (N = 204). Variables were measured using Indonesian-translation of The Grit Scale (Duckworth, Peterson, Matthews, & Kelly, 2007), MLQ (Multifactor Leadership Questionnaire) (Bass & Avolio, 1991), and The UWES-9 (Utrecht Work Engagement Scale) (Schaufeli, Bakker, & Salanova, 2006). Data were analyzed using multiple regression analyses. The results showed that grit and transformational leadership had a positive and significant effect on work engagement. Results also showed that transformational leadership had a significant incremental variance on work engagement above and beyond grit. Discussions and suggestions are presented at the end of this study."

"Persaingan yang semakin ketat dalam dunia bisnis mendorong perusahaan untuk mempertahankan karyawan yang memiliki kinerja tinggi sebagai strategi untuk bertahan di tengah kondisi yang berubah dengan cepat. Karyawan yang menunjukkan perilaku Organizational Citizenship Behavior (OCB) dianggap menjadi aset berharga karena berkontribusi pada kesuksesan perusahaan. Salah satu variabel yang berkorelasi positif secara signifikan dengan OCB yaitu authentic leadership, tetapi hubungannya lemah sehingga perlu dieksplorasi lebih jauh terkait dinamika hubungan antarvariabel. Penelitian ini bertujuan melihat peran organizational identification sebagai mediator dalam hubungan antara authentic leadership dan OCB pada karyawan di Indonesia. Sebanyak 111 karyawan terlibat sebagai partisipan dalam penelitian ini. Alat ukur yang digunakan yaitu Authentic Leadership Questionnaire (ALQ), Organizational Citizenship Behavior Scale, dan Organizational Identification Scale (OIS). Hasil analisis mediasi ​​menggunakan PROCESS macro SPSS v.27. menunjukkan bahwa organizational identification tidak memediasi hubungan antara authentic leadership dan OCB. Dengan kata lain, hipotesis penelitian tidak terbukti karena organizational identification tidak dapat memperkuat hubungan antara authentic leadership dan OCB. Penelitian ini mengimplikasikan bahwa perusahaan perlu merancang pelatihan authentic leadership dan menciptakan lingkungan yang mendukung organizational identification untuk meningkatkan OCB karyawan.

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The increasingly competitive business environment drives companies to retain high-performing employees as a strategy to survive amidst rapidly changing conditions. Employees demonstrating Organizational Citizenship Behavior (OCB) are considered valuable assets as they contribute to the company's success. One variable that shows a significant positive correlation with OCB is authentic leadership, although the relationship is weak, indicating the need for further exploration of the dynamics between these variables. This study aims to examine the role of organizational identification as a mediator in the relationship between authentic leadership and OCB among employees in Indonesia. A total of 111 employees participated in this study. The measurement tools used were the Authentic Leadership Questionnaire (ALQ), Organizational Citizenship Behavior Scale, and Organizational Identification Scale (OIS). The results of the mediation analysis using the PROCESS macro in SPSS v.27 showed that organizational identification did not mediate the relationship between authentic leadership and OCB. In conclusion, the research hypothesis is not supported, as organizational identification does not strengthen the relationship between authentic leadership and OCB. The findings suggest that organizations should develop authentic leadership training programs and create an environment that supports organizational identification to improve employee OCB."

"Topik generasi milenial di tempat kerja telah menarik perhatian karena pekerja dari generasi ini mengalami peningkatan jumlah di dalam organisasi. Karena jumlah pekerja milenial yang signifikan di masa depan, mereka diharapkan dapat berkontribusi pada kesuksesan organisasi. Studi telah mengakui peran penting innovative work behavior dalam menciptakan inovasi di organisasi. Perilaku ini juga dipengaruhi oleh pengaturan organisasi, seperti gaya kepemimpinan. Dibandingkan dengan gaya kepemimpinan tradisional, servant leadership berfokus pada pengelolaan karyawan melalui tindakan penuh perhatian dan kepedulian. Diketahui pula job crafting telah terbukti memainkan peran penting dalam kesuksesan karier individu. Penelitian ini mengusulkan dan menguji pengaruh servant leadership terhadap work engagement dan innovative work behavior. Penelitian ini juga mengkaji peran dari mediasi job crafting. Penelitian ini menggunakan desain kuantitatif dengan menggunakan survei terhadap 204 responden milenial dari berbagai sektor pekerjaan di Indonesia. Hasil penelitian menunjukkan bahwa servant leadership berpengaruh positif dan signifikan terhadap dan innovative work behavior dan work engagement. Temuan lebih lanjut menunjukkan bahwa job crafting memiliki efek mediasi pada hubungan servant leadership terhadap work engagement dan tidak memiliki efek mediasi pada servant leadership dan innovative work behavior karyawan.

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The topic of the millennial generation in the workplace has driven attention as members of this cohort have formed a growing increase in organisations. Due to the significant number of millennial workers in the future, they are also expected to contribute to organization success. Studies have acknowledged the important role of employee innovative work behavior in facilitating innovations at organizations. This behavior is also influenced by organizational settings, such as the leadership style. Compared to the traditional leadership styles, servant leadership is expected to change the hierarchical perspective by focusing on managing employees through considerate action and caring. It is also known that job crafting has been shown to play an important role in individual career success. This study proposes and examines the effect of servant leadership on work engagement and innovative work behavior. The study employed a quantitative design using surveis to 204 millennial respondents from various work sectors in Indonesia. The results show that servant leadership will have a positive and significant effect on innovative behavior. Further findings indicate that job crafting has a mediating effect on the relationship of servant leadership to work engagement and no mediaton effect between servant leadership and employee’s innovative work behavior. "