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Abstrak :
Situasi dan perkembangan external suatu entitas bisnis seperti pasar dan pelanggan, serta kondisi internal - nya akan saling mempengaruhi. Hal ini sangat terkait dengan perkembangan ekonomi, sosial, bahkan politik dan keamanan. Perubahan situasi dan perkembangan pasar dan pelanggan menjadi suatu keniscayaan. Dampak dari hal tersebut, change (perubahan) pada entitas bisnis menjadi strategic objective (kebutuhan strategis). Agar pertumbuhan kinerja suatu entitas bisnis dapat berlangsung dalam kurun waktu jangka panjang, maka diperlukan perencanaan, persiapan dan pengelolaan sumber daya dan setiap faktor yang mempengaruhi perubahan tersebut. Memanfaatkan historical data proses dan pelaksanaan perubahan entitas bisnis lain sebagai lessons learned untuk merencanakan, menyiapkan, dan mengelola sumber daya dan faktor - faktor tersebut menjadi salah satu altematif solusi. Penelitian berikut merupakan studi kasus atas pelaksanaan proses perubahan atau transformasi perusahaan yang bergerak di bidang EPC (Engineering, Procurement, and Construction). Tujuan perubahan perusahaan tersebut adalah perbaikan kinerja keuangan dan peruuasan pangsa pasar dalam kerangka perbaikan posisi bisnisnya dari survival menuju stability and growth. Dengan menggunakan data historis pelaksanaan perubahan organisasi bisnis di Amerika dan Eropa serta hasil penelitian faktor keberhasilan dan kegagalannya (Lee, 1995) dilakukan pemetaan organization's change character (karakter) dan organization's change condition (kondisi aktual) perubahan, dalam rangka identifikasi dan rencana penanggulangan resiko. Faktor leadership (kepemimpinan), resistance (penolakan), serta system management change (perubahan sistem pengelolaan) perusahaan merupakan prioritas untuk pencapaian kinerja perubahan.

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Business entities internal condition significantly be effected by its external market and customer situation and changes. Economic, social, politics, and security are driven aspects of market and customer change. Changing then is a natural and continuous event. In this situation business entities have their own strategic objective and necessities to change. Considering long term company performance the change must be planned, prepared, and managed property on company's resources and every influence factors. Change process and implementation of some business organizations which documented as historical data could be utilized as lessons learned by other company in planning, preparing, and managing its resources and influence factors to change. This research is a case study of an EPC company change implementation and transformation. The objective of its change is to improve financial performance, market expanding and its business position from survival to stability and growth. Historical data of American and European business organization change process and implementation and research on change success and failure factors (Lee, 1995) is utilize in recognizing and determining organization's change character and condition to identify and manage risk factors. Leadership, resistance, and system management change are identified as prioritize aspects to manage in order to achieve company performance improvement in change.

Abstrak :
Lingkungan eksternal yang dihadapi industri sudah mengalami banyak perubahan, terutama mengenai tingkat persaingan yang semakin ketat (D?Aveni, 1994), termasuk di industri kimia (Bianchi, Minin & Frattini, 2011). Perubahan-perubahan di lingkungan eksternal tersebut perlu diantisipasi oleh masing-masing perusahaan. Sayangnya proses perubahan di organisasi tidak selalu berhasil. Salah satu faktor kunci penentu keberhasilan perubahan adalah Affective Commitment to Change (AC2C). AC2C sendiri dibentuk dari Readiness to Change (R2C) organisasi maupun para anggotanya. Penelitian ini dilakukan di Kemira yang merupakan pelaku di industri kimia pulp & paper multinasional. Tekanan lingkungan mendorong Kemira melakukan perubahan yang besar, dengan melakukan merjer dan akusisi skala besar. Analisis dilakukan terhadap 50 manajer area Kemira di seluruh dunia (Asia Pasifik, Eropa dan Amerika). Pengujian model dilakukan dengan menggunakan Structural Equation Modeling, Diagonally Weighted Least Square/DWLS, dengan aplikasi Lisrel 9.1. Hasil pengujian memperlihatkan bahwa Change Leadership mempengaruhi Readiness to Change (R2C), khususnya Change Leadership-Selling. Terdapat budaya organisasi yang mendukung perubahan, yakni budaya keterlibatan dan budaya misi. Sementara budaya adaptasi justru menghambat kesiapan untuk berubah, dan budaya konsistensi tidak berpengaruh. Perceived Organization Support juga terbukti meningkatkan kesiapan untuk berubah. Readiness to Change (R2C) terbukti mampu meningkatkan Affective Commitment to Change (AC2C).

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The external environment, in various industries, has changed dramatically, especially regarding the increasing competition levels (D'Aveni, 1994), including in the chemical industry (Bianchi, Minin & Frattini, 2011). Changes in the external environment should be anticipated by the respective companies. Unfortunately, the process of change in an organization is not always successful. One of the key factors determining the success of the changes is the Affective Commitment to Change (AC2C). AC2C itself is formed of Readiness to Change (R2C) organization and its members. This research was conducted in Kemira, a multinational company in the chemical industry pulp & paper. Major environmental pressures, encourage Kemira to make changes in organization. Kemira pursuing a strategy of acquisitions and mergers in a large scale. Analysis was conducted on 50 area managers around the world (Asia-Pacific, Europe and America). Testing of the model using Structural Equation Modeling, Diagonally Weighted Least Square/DWLS, by 9.1 lisrel application. The results show that Change Leadership influence Readiness to Change (R2C), especially Change Leadership-Selling. There is an organizational culture that supports the change, namely culture of involvement and culture of missions. While the culture of adaptations may constrain readiness for change. Perceived organization support increase the readiness for change and readiness to change increase affective commitment to change.

Abstrak :
Penelitian terdahulu menunjukkan bahwa kepemimpinan perubahan berpengaruh terhadap rasa berdaya psikologis dan rasa berdaya psikologis berpengaruh terhadap kelelahan psikologis. Peneliti menguji apakah kepemimpinan perubahan dapat berpengaruh terhadap kelelahan psikologis baik secara langsung maupun secara tidak langsung melalui mediasi rasa berdaya psikologis. Partisipan penelitian berjumlah 90 orang yang merupakan karyawan PT. PSI. Partisipan mengisi kuesioner Maslach Burnout Inventory (MBI) untuk mengukur tingkat kelelahan psikologis, Psychological Empowerment Scale (PES) untuk mengukur tingkat rasa berdaya psikologis, dan Characteristic Change Leader Inventory (CCLI) untuk mengukur tingkat kepemimpinan perubahan. Analisis mediasi menunjukkan bahwa rasa berdaya psikologis memediasi hubungan antara kepemimpinan perubahan dengan salah satu dimensi pada kelelahan psikologis, yaitu pencapaian pribadi (ab = 0,30, p < 0,05, 95% CI [0,09, 0,60]), dan hubungan antara pendamping dengan pencapaian pribadi (ab = 0,36, p < 0,05, 95% CI [0,17, 0,60]). Semakin tinggi kualitas kepemimpinan perubahan pada pemimpin, semakin tinggi rasa berdaya psikologis karyawan, sehingga individu merasa dirinya memiliki pencapaian yang baik. ......Previous studies showed that change leadership has relationship with psychological empowerment and psychological empowerment has relationship with burnout. This study would like to test whether change leadership can affect burnout directly and indirectly through the mediation of psychological empowerment. There were 90 participants from PT. PSI in this study. Participants were asked to fill the Maslach Burnout Inventory (MBI) to assess burnout levels, Psychological Empowerment Scale (PES) to assess psychological empowerment levels, and Characteristic Change Leader Inventory (CCLI) to assess their leaders’ change leadership quality. Through mediation analysis, results showed that psychological empowerment mediated the relationship between change leadership and one aspect of burnout, which is personal achievement (ab = 0,30, p < 0,05, 95% CI [0,09, 0,60]), and the relationship between coach and personal achievement (ab = 0,36, p < 0,05, 95% CI [0,17, 0,60]). The higher the change leadership quality in the leader, the higher employees’ psychological levels are, and thus results in positive feeling of personal achievement in employee

Abstrak :
[ ABSTRAK
Tujuan dari penelitian ini adalah melihat pengaruh gaya kepemimpinan change leadership dan kepercayaan pada pemimpin terhadap komitmen perubahan pada karyawan. Penelitian ini dilakukan di PT. DEF, sebuah perusahaan distribusi farmasi milik swasta di Jakarta. Kuesioner yang digunakan dengan mengadaptasi 3 alat ukur, yaitu: Commitment to Change Inventory (Herscovitch & Meyer, 2002), Change Leadership 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 antara change leadership (r=0,323, p<0,01) dan kepercayaan pada pemimpin (r=0,277, p<0,01) dengan komitmen perubahan. Melalui analisa regresi berganda menggunakan teknik hirarkikal, ditemukan kepercayaan pada pemimpin menjadi prediktor yang signifikan (b = 0,155, SE = 0,048, p < 0.01) dan change leadership memiliki kontribusi unik terhadap komitmen perubahan (b = 0,128, SE = 0,056, p < 0.01) daripada variabel kepercayaan pada pemimpin (b = 0,069, SE = 0,060, p > 0.01). Hasil penelitian ini berkontribusi pada pelaksanaan perubahan organisasi, karena organisasi dapat memahami variabel yang lebih memprediksi komitmen perubahan sehingga dapat melaksanakan perubahan organisasi yang lebih efektif.

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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.]