[ABSTRAK
Kualitas dan jumlah partisipan pada kompetisi perilaku inovasi pada PT. Abelum optimal. Berdasarkan penelitian awal, atasan memiliki peran yangpenting dalam keikutsertaan karyawan pada kompetisi inovasi. Penelitiandilakukan untuk melihat pengaruh peningkatan leader member exchangeterhadap perilaku inovatif karyawan. Penelitian dilakukan pada 77 karyawanPT A, dengan kuesioner leader member exchange-multidimensional (Liden &Maslyn, 1998) dan innovative work behavior (Janssen, 2000). Hasil regresimenunjukkan terdapat pengaruh signifikan dari leader member exchangeterhadap perilaku inovatif. Berdasarkan hasil tersebut dilakukan intervensisosialisasi coaching kepada atasan dan pemberian coaching oleh atasan kepadabawahan untuk meningkatkan leader member exchange dan perilaku inovatif.Efektivitas intervensi diukur pada 15 karyawan di wilayah Jakarta Pusat yangatasannya diberikan intervensi. Hasil menunjukkan perbedaan signifikan antaraskor leader member exchange dan skor perilaku inovatif bawahan sebelum dansesudah intervensi. Dengan demikian, atasan perlu melakukan coachingterhadap bawahan secara berkala, dan departemen HRD perlu melakukanmonitoring pelaksanaannya.

---

ABSTRACT
The quality and number of participants in the innovative behavior competitionin PT A were still not optimal. Based on preliminary study, the superior has animportant role in employee participation on the competition. This study wasconducted to see the effect of leader member exchange on employee innovativebehavior. This research was conducted on 77 staff employees of PT A usingMultidimensional Leader-Member Exchange questionnaire from Liden andMaslyn (1998) and Innovative Work Behavior questionnaire from Janssen(2000). The results of regression statistical tests indicate that there is significanteffect of leader member exchange on innovative behavior. Based on the results,socialization and coaching by superiors to subordinate were performed toenhance leader member exchange and innovative behavior. The effectivenessof the intervention was measured on 15 employees of PT A in Central Jakartawhich the superior were given the intervention. The results showed that thereare significant differences between leader member exchange scores and scoresof innovative behaviors before and after the intervention. Thus, the superiorshould give coaching to subordinate on a regular basis, and the HRDepartement needs to monitor its implementation.;The quality and number of participants in the innovative behavior competitionin PT A were still not optimal. Based on preliminary study, the superior has animportant role in employee participation on the competition. This study wasconducted to see the effect of leader member exchange on employee innovativebehavior. This research was conducted on 77 staff employees of PT A usingMultidimensional Leader-Member Exchange questionnaire from Liden andMaslyn (1998) and Innovative Work Behavior questionnaire from Janssen(2000). The results of regression statistical tests indicate that there is significanteffect of leader member exchange on innovative behavior. Based on the results,socialization and coaching by superiors to subordinate were performed toenhance leader member exchange and innovative behavior. The effectivenessof the intervention was measured on 15 employees of PT A in Central Jakartawhich the superior were given the intervention. The results showed that thereare significant differences between leader member exchange scores and scoresof innovative behaviors before and after the intervention. Thus, the superiorshould give coaching to subordinate on a regular basis, and the HRDepartement needs to monitor its implementation., The quality and number of participants in the innovative behavior competitionin PT A were still not optimal. Based on preliminary study, the superior has animportant role in employee participation on the competition. This study wasconducted to see the effect of leader member exchange on employee innovativebehavior. This research was conducted on 77 staff employees of PT A usingMultidimensional Leader-Member Exchange questionnaire from Liden andMaslyn (1998) and Innovative Work Behavior questionnaire from Janssen(2000). The results of regression statistical tests indicate that there is significanteffect of leader member exchange on innovative behavior. Based on the results,socialization and coaching by superiors to subordinate were performed toenhance leader member exchange and innovative behavior. The effectivenessof the intervention was measured on 15 employees of PT A in Central Jakartawhich the superior were given the intervention. The results showed that thereare significant differences between leader member exchange scores and scoresof innovative behaviors before and after the intervention. Thus, the superiorshould give coaching to subordinate on a regular basis, and the HRDepartement needs to monitor its implementation.]