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"Tesis ini membahas mengenai pengaruh komunikasi interpersonal dan kepemimpinan transformasional terhadap perilaku inovatif karyawan di PT NIP. Alat ukur yang digunakan dalam penelitian ini adalah Perilaku Inovatif (Jansen, 2000) dengan α = 0.913, Komunikasi Interpersonal (Rubin, 1988) dengan α = 0.903, dan Kepemimpinan Transformasional (Bass dan Avolio, 2004) dengan α = 0.896. Hasil uji analisis regresi linier berganda terhadap 40 orang karyawan pada divisi Distribution Business dan Business Solution di PT NIP, menyatakan bahwa terdapat pengaruh yang signifikan pada komunikasi interpersonal dan kepemimpinan transformasional terhadap perilaku inovatif karyawan di PT NIP. Dari hasil analisis tersebut, komunikasi interpersonal memiliki pengaruh yang lebih signifikan dibandingkan dengan kepemimpinan transformasional (signifikansi komunikasi interpersonal = 0.000 dan signifikansi kepemimpinan transformasional = 0.022, dengan p < 0.05). Berdasarkan hal tersebut, peneliti menyusun dua rancangan intervensi, yaitu pelatihan komunikasi interpersonal dan program Continuous Improvement untuk meningkatkan komunikasi interpersonal karyawan.

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This thesis discusses the influence of interpersonal communication and transformational leadership on employee innovative work behavior in PT NIP. Measuring instruments used in this study are the Innovative Work Behavior (Jansen, 2000) with α = 0.913, Interpersonal Communication (Rubin, 1988) with α = 0.903, and Transformational Leadership (Bass and Avolio, 2004) with α = 0.896. The test results of multiple linear regression shows that there is signifinace influence on interpersonal communication and transformational leadership on innovative work behavior of of 40 employees from the division of Business and Distribution Business Solution at PT NIP. From the analysis, interpersonal communication has more significant effect than transformational leadership (significance of interpersonal communication = 0.000 and the significance of transformational leadership = 0.022, p < 0.05). Based on this, there are two proposed interventions, which are interpersonal communication training and Continuous Improvement programs to improve employee interpersonal communication."

"PT P, merupakan perusahaan startup dalam bidang teknologi. Saat ini perusahaan tersebut sedang mengalami permasalahan yaitu tinggi nya persentase turnover setiap bulannya, terutama di divisi Teknologi dan Customer Service. Secara umum, Turnover pada karyawan dapat disebabkan oleh faktor individual dan faktor di luar karyawan. Salah satu faktor di luar karyawan yang mempengaruhi turnover adalah Kepemimpinan Hamstra et al., 2011. Berdasarkan survei Organizational Blockage Inventory dan structured interview terhadap karyawan PT P, peneliti mengidentifikasi adanya kaitan antara gaya kepemimpinan transformasional pada supervisor dengan intensi turnover karyawan di divisi Teknologi dan Customer Service di PT P. Kepemimpinan supervisor diukur dengan menggunakan kuesioner Multifactor Leadership Questionnaire MLQ dan Turnover Intention Scale digunakan untuk mengukur intensi turnover para karyawan pada divisi tersebut. Hasil penelitian menunjukkan hubungan negatif yang signifikan antara kepemimpinan transformasional pada supervisor dengan intensi turnover bawahan yang artinya semakin supervisor menerapkan gaya kepemimpinan transformasional, maka intensi turnover pada karyawan pada divisi Teknologi dan Customer Service akan semakin rendah, dan semakin supervisor tidak menerapkan gaya kepemimpinan transformasional, maka intensi turnover pada karyawan pada divisi Teknologi dan Customer Service akan semakin tinggi. Berdasarkan hasil penelitian tersebut, peneliti kemudian merancang program intervensi berupa pelatihan kepemimpinan transformasional pada supervisor di divisi Teknologi dan Customer Service, dengan tujuan memperbaiki gaya kepemimpinan mereka yang kelak berdampak menurunkan intensi turnover karyawan di divisi tersebut.

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PT P is a startup technology company. Currently, the company has a high rate of turnover every month, especially in Technology and Customer Service division. In general, turnover can be caused by individual factor and external factor. One of the external factor is leadership Hamstra et al., 2011 . Based on Organizational Blockage Inventory survey and structured interview to PT P employees, researcher identified a correlation between transformational leadership style on supervisor with turnover intention employee in Technology and Customer Service division. Supervisor's transformational leadership style is measured by Multifactor Leadership Questionnaire MLQ , and staff's turnover intention is measured by Turnover Intention Scale.

The result of this study indicated a significant negative correlation between supervisor's transformational leadership style and staff's turnover intention, which means if the supervisor do not apply transformational leadership style staff's turnover intention will be increased, and if the supervisor apply transformational leadership style staff's turnover intention will be decreased. Based on this result, researcher create a transformational leadership training intervention program for supervisor to fix their leadership style in order to reduce staff's turnover intention in Technology and Customer Service division."

"Penelitian ini dilakukan untuk melihat efektivitas program pelatihan kepemimpinan LMX untuk meningkatkan keefektifan tim pada pelaut di PT. X. Penelitian ini menggunakan tipe penelitian applied research dengan jumlah partisipan penelitian sebanyak 56 pelaut di PT. X. Alat ukur yang digunakan dalam penelitian ini adalah adaptasi alat ukur five functional team 5FT Lencioni, 2005 dengan nilai koefisien alpha ? sebesar 0.838 dan alat ukur leader-member exchange multidimentionality measurement LMX-MDM Liden Maslyn, 1998 dengan nilai koefisien alpha ? sebesar 0.794. Peneliti menggunakan uji korelasi Pearson untuk mengetahui hubungan antara kedua variabel tersebut dan uji paired sample t-test untuk melihat perbedaan signifikansi dari skor pre test dan post test materi intervensi yang diberikan. Hasil menunjukkan bahwa terdapat hubungan positif yang signifikan antara leader-member exchange dengan keefektifan tim r = 0.57, p < 0.05, signifikan. Hal tersebut menunjukkan bahwa dengan semakin meningkatnya leader-member exchange para pelaut maka keefektifan tim mereka akan semakin tinggi. Selain itu juga terdapat perbedaan skor pre test dan post test materi intervensi yang signifikan t = -3.87, p < 0.05, signifikan sebelum dan sesudah intervensi pelatihan kepemimpinan LMX. Hasil analisis tersebut menunjukkan bahwa pelatihan kepemimpinan LMX dapat meningkatkan pemahaman para pelaut terhadap materi intervensi.

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The study was conducted to see the effectiveness of LMX leadership training programs to enhance team effectiveness of seafarer in PT. X. This study used applied research studies with 56 seafarers as the participants. The research that was used five functional team measurement 5FT Lencioni, 2005 with coefficient alpha score 0.838 and leader member exchange multidimentional measurement LMX MDM Liden Maslyn, 1998 with coefficient alpha score 0.794. The Pearson correlation technique was used to determine the relationship between two variables and the paired sample t test was used to see the significance differences from pre and post test scores of the given intervention materials.

The results showed a significant and positive relationship between leader member exchange and team effectiveness r 0.57, p 0.05, significant. It showed that with increasing leader member exchange so seafarers team effectiveness will be increase. In addition, there were significant differences from pre and post test scores t 3.87, p 0.05, significant of interventions material before and after the intervention of LMX leadership training. The analysis results showed that LMX leadership training can enhance the understanding of the seafarers of the intervention materials."

"Penelitian ini membahas mengenai rancangan pelatihan change leadership pada Team Leader untuk meningkatkan komitmen afektif perubahan pada Recruitment Consultant di PT X Indonesia. Penelitian ini menggunakan tipe penelitian terapan dengan jumlah partisipan penelitian sebanyak 38 Recruitment Consultant di PT X Indonesia. Alat ukur yang digunakan dalam penelitian ini adalah adaptasi alat ukur change leadership Liu, 2010 dengan nilai koefisien alpha - sebesar 0.95 dan alat ukur affective commitment to change Herscovitch Meyer, 2002 dengan nilai koefisien alpha - sebesar 0.90. Peneliti menggunakan uji korelasi Pearson untuk mengetahui hubungan antara kedua variabel tersebut. Hasil menunjukkan bahwa terdapat hubungan positif yang signifikan antara change leadership dengan komitmen afektif perubahan r = 0.53, p.

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The study was conducted to see the correlation between change leadership and affective commitment to change. This study used applied research studies with 38 Recruitment Consultants as participants. The study used change leadership measurement Liu, 2010 with coefficient alpha score 0.95 and affective commitment to change measurement Herscovitch Meyer, 2002 with coefficient alpha score 0.90. The Pearson correlation technique was used to determine the relationship between two variables. The results showed a significant and positive relationship between change leadership and affective commitment to change r 0.53, p 0.05, significant . It showed that with increasing change leadership behavior of Team Leader, affective commitment to change in Recruitment Consultant will increase. An intervention program of change leadership training to Team Leader to increase affective commitment to change of Recruitment Consultant is designed following the research result."