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"Persaingan bisnis menjadi sebuah tantangan yang semakin berat bagi perusahaan-perusahaan di negara Indonesia dengan adanya pengaruh Masyarakat Ekonomi ASEAN (MEA). Psyhological Capital (PsyCap) merupakan salah satu sudut pandang dalam dunia psikologi positif yang dapat memengaruhi keberhasilan perusahaan dalam menghadapi masalah persaingan dalam MEA. Authentic leadership atau kepemimpinan otentik merupakan salah satu gaya kepemimpinan yang sering dikaitkan dengan PsyCap bawahan namun belum banyak diteliti di Indonesia. Penelitian ini dilakukan untuk membuktikan ada tidaknya hubungan antara kepemimpinan otentik dengan PsyCap bawahan. Responden penelitian ini adalah 135 pegawai Bank Syariah X. Pengukuran PsyCap dilakukan dengan menggunakan alat ukur Psychological Capital Questionnaire (2007), sedangkan pengukuran kepemipinan otenrik menggunakan alat ukur Authentic Leadership Questionnaire (2008). Hasil analisis statistik korelasi Pearson menunjukkan bahwa terdapat hubungan yang positif dan signifikan antara kepemimpinan otentik dengan PsyCap bawahan pada pegawai Bank Syariah X (r = .33, p < .01, two tailed). Selain itu, ditemukan bahwa skor kepemimpinan otentik berbeda signifikan pada aspek demografis pendidikan. Sementara, skor PsyCap berbeda signifikan pada aspek demografis usia, pengalaman kerja pribadi, pengalaman kerja di perusahaan, serta penghasilan per bulan. Semakin tinggi kepemimpinan otentik maka semakin tinggi pula PsyCap bawahan. Oleh karenanya, perusahaan sebaiknya melakukan usaha pengembangan keterampilan kepemimpinan otentik melalui program intervensi pelatihan.

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Business rivalry has become an increasing challenge for today's organizations in Indonesia with the influence of the ASEAN Economic Community (AEC). Psyhological Capital (PsyCap) is a term in positive psychology view which could affect a company's success, dealing with competitive problems of AEC. Authentic leadership is a leadership style which often associated with followers' PsyCap and have not been studied in Indonesia. This study was conducted to prove the relationship between authentic leadership and followers' PsyCap. Respondents of this study was 135 employees of Syariah Bank of X. PsyCap Measurements was measured using Psychological Capital Questionnaire (2007) instrument. While authentic leadership was measured using Authentic Leadership Questionnaire (2008) instrument.

Pearson correlation calculation indicates that there was positive and significant relationship between authentic leadership and followers' PsyCap among employees of Bank Syariah X (r = .33, p < .01, two tailed). In addition, it was found that authentic leadership scores were significantly different on the demographic aspects of education. Meanwhile, PsyCap scores were significantly different at the demographic aspects of age, personal work experience, work experience at the company, as well as monthly income. Higher authentic leadership means higher followers? PsyCap. Therefore, companies should make an effort in developing leaders? authentic leadership skills through training intervention program."

"Employee Value Proposition (EVP) merupakan salah satu faktor yang penting dalam menarik minat calon karyawan dan mempertahankan karyawan dalam suatu perusahaan atau organisasi. Sejalan dengan hal tersebut, penelitian ini bertujuan untuk meneliti mengenai dua faktor yang mempengaruhi EVP yaitu kepemimpinan otentik dan budaya organisasi. Penelitian ini dilakukan di Putera Sampoerna Foundation, sebuah organisasi sosial bisnis yang menyediakan bantuan kepada orang-orang yang tidak mampu. Sebanyak tiga ratus sebelas kuesioner disebarkan kepada karyawan dengan jabatan staff, officer, dan manager, kemudian terdapat seratus delapan puluh empat kuesioner yang dapat diolah. Hasil penelitian menunjukkan bahwa dimensi kepemimpinan otentik, self-awareness berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-respect and integrity; dimensi kepemimpinan otentik, relational transparency berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi kepemimpinan otentik, internalized moral perspective berpengaruh positif dan signifikan terhadap supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi kepemimpinan otentik, balanced processing berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi budaya organisasi, involvement berpengaruh positif dan signifikan terhadap dimensi EVP, compensation and bonus, learning and development, dan pay for performance; dimensi budaya organisasi, consistency berpengaruh positif dan signifikan terhadap dimensi EVP day to day work, goals and objectives, dan health benefit; dimensi budaya organisasi, adaptability berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management dan supervisor-result focus; dimensi budaya organisasi, serta mission berpengaruh positif dan signifikan terhadap dimensi EVP, day to day work, goals and objectives, supervisor-respect and integrity, supervisor-result focus, senior leadership, dan learning and development. Penelitian ini juga membahas tentang implikasi (saran) dan keterbatasan penelitian.

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Employee Value Proposition (EVP) is an important factor to attract the potential employees and retain the qualified employees. Correspondingly, this study was to examine two drivers of EVP. They were authentic leadership and organization culture. This study was conducted at Putera Sampoerna Foundation, a social business organization that mainly provides assistance for under privileged people. Three hundreds and eleven questionnaires were distributed to staffs, officers and managers, and one hundred and eighty four questionnaires were analyzed.

The study found that self-awareness dimension of authentic leadership may positively affect supervisor-respect and integrity dimension of EVP, relational transparency dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, internalized moral perspective dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, balanced processing dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, involvement dimension of organizational culture may positively affect compensation and bonus, learning and development, and pay for performance dimensions of EVP, consistency dimension of organizational culture may positively affect day to day work, goals and objectives, and health benefit dimensions of EVP, adaptability dimension of organizational culture may positively affect supervisor-performance management and supervisor-result focus dimensions of EVP, mission dimension of organizational culture may positively affect day to day work, goals and objectives, supervisor-respect and integrity, supervisor-result focus, senior leadership, and learning and development dimensions of EVP. Implications and limitations of the study were also discussed."

"Penelitian ini dilakukan untuk melihat hubungan antara gaya kepemimpinan otentik dengan komitmen afektif dan normatif terhadap perubahan pada karyawan perusahaan rintisan berbasis digital. Pengukuran gaya kepemimpinan otentik dilakukan dengan menggunakan Authentic Leadership Questionnaire (ALQ). Pada variabel komitmen afektif dan normatif terhadap perubahan, pengukuran dilakukan dengan mengambil dimensi komitmen afektif terhadap perubahan dan dimensi komitmen normatif terhadap perubahan pada alat ukur Commitment to Change inventory (CCI). Studi ini diikuti oleh 113 partisipan dari berbagai perusahaan rintisan berbasis digital di Indonesia. Melalui teknik pearson correlation hasil dari penelitian ini menunjukan bahwa ada hubungan yang positif dan signifikan antara kepemimpinan otentik dengan komitmen afektif terhadap perubahan (r = 0,46, p < 0,05, two-tailed) dan komitmen normatif terhadap perubahan (r = 0,35, p < 0,05, two-tailed) pada karyawan perusahaan rintisan berbasis digital. Hasil penelitian ini dapat menjadi pertimbangan bagi perusahaan rintisan berbasis digital di Indonesia untuk mengembangkan gaya kepemimpinan otentik untuk meningkatkan komitmen afektif dan normatif terhadap perubahan.

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This study was conducted to see the relationship between authentic leadership style with affective commitment to change and the normative commitment to change in start-up digital based?s employee. Authentic leadership style measured with Authentic Leadership Questionnaire (ALQ). The variable of affective commitment to change and normative commitment to change measured by taking the dimensions of affective commitment to change and normative of commitment to change from Commitment to Change inventory. Participants of this study consist of 113 employees from a variety of start-up digital based in Indonesia. Using the Pearson correlation technique results from this study showed that there is a positive and significant relationship between authentic leadership with affective commitment to change (r = 0,46, p < 0,05, two-tailed) and normative commitment to change (r = 0,35, p < 0,05, two-tailed) in start-up digital based?s employees. The results of this study could give consideration for digital-based startup in Indonesia to develop authentic leadership style to increase affective and normative commitment to change."