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"ABSTRAKPenelitian ini bertujuan untuk mengetahui tingkat employee engagement, gaya kepemimpinan, dan pengaruh gaya kepemimpinan terhadap employee engagement di Sekretariat Jenderal Kementerian Pendidikan dan Kebudayaan (Setjen Kemdikbud). Penelitian ini menggunakan Multifactor Leadership Questionnaire (MLQ-Form 5X) untuk mengukur gaya kepemimpinan, dan untuk mengukur employee engagement digunakan Utrecht Work Engagement Scale (UWES). Metode analisis data yang digunakan adalah analisis deskriptif dan general linear model.Hasil penelitian terhadap 274 pegawai menunjukkan tingkat employee engagement di Setjen Kemdikbud dikategorikan sedang. Gaya kepemimpinan yang diterapkan di Setjen Kemdikbud adalah kepemimpinan transformasional dan transaksional dengan kategori sedang dan laissez-faire dengan kategori rendah.Dari hasil penelitian ini diketahui kepemimpinan transformasional berpengaruh secara signifikan dan positif terhadap employee engagement, termasuk juga terhadap dimensi employee engagement yaitu vigor, dedication, dan absorption. Sedangkan kepemimpinan laissez-faire tidak berpengaruh terhadap employee engagement, namun berpengaruh secara signifikan dan positif terhadap dimensi absorption. Saran untuk penelitian lebih lanjut juga disajikan dalam karya akhir ini.

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ABSTRACT

The purpose of this research is to find out the employee engagement level, leadership styles, and the influence of leadership styles on employee engagement in Secretariate General of the Ministry of Education and Culture (Setjen Kemdikbud). This research utilize the Multifactor Leadership Questionnaire (MLQ-Form 5X) to measure the leadership styles, and to measure employee engagement, this research utilize Utrecht Work Engagement Scale (UWES). Data was analyzed with descriptive analysis method and general linear model.

Result of the research (n=274) showed that the engagement level of Setjen Kemdikbud?s employees are moderate. The leadership styles applied in Setjen Kemdikbud are transformational leadership and transactional leadership in moderate category, while laissez-faire in low category.

This research found that transformational leadership significantly and positively impact on employee engagement, as well as the dimensions of employee engagement, namely vigor, dedication and absorption. Laissez-faire leadership has no effect on employee engagement, but significantly and positively affect the absorption dimension. Suggestions for further research were presented in this final report."

"Penelitian ini bertujuan untuk mengetahui pengaruh kreativitas karyawan terhadap kesiapan karyawan untuk berubah di PT. X. Tipe penelitian action research dengan responden sebanyak 71 karyawan. Alat ukur adalah Readiness for Change Scale (Hanpachern, 1997) dan Skala Sikap Kreatif (Munandar, 1977). Hasil perhitungan uji regresi memperoleh hasil R2=0,108 (p<0,05) yang berarti kreativitas karyawan mempengaruhi kesiapan karyawan untuk berubah sebesar 10,8%. Intervensi Pelatihan Pemecahan Masalah secara Kreatif dirancang untuk meningkatkan kreativitas karyawan dan kesiapan karyawan untuk berubah. Hasil perhitungan efek intervensi menunjukkan signifikansi perbedaan pre-test dan post-test kreativitas karyawan dan kesiapan karyawan untuk berubah dengan uji t-test; diperoleh nilai t untuk kreativitas karyawan sebesar -4,899 (p<0,05) dan kesiapan karyawan untuk berubah sebesar -1,394 (p>0,05). Hal ini berarti terdapat peningkatan skor kreativitas karyawan secara signifikan namun tidak terjadi peningkatan skor kesiapan karyawan untuk berubah secara signifikan setelah diberikan intervensi Pelatihan Pemecahan Masalah secara Kreatif. Dengan demikian Pelatihan Pemecahan Masalah secara Kreatif mampu meningkatkan kreativitas karyawan, namun belum mampu meningkatkan kesiapan karyawan untuk berubah di PT.X.

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This study aims to determine the effect of employee creativity to the employee readiness for change at X Company. The type of this study is action research study by the number of study participants as many as 71 employees. Measuring instrument used is a measure of Readiness for Change Scale (Hanpachern, 1997) and Creative Attitude Scale (Munandar, 1977). The results of calculations using regression showed R2 = 0.108 (p <0.05), which means employee creativity affects the employee readiness for change at 10.8%. Therefore, the interventions made in the study was designed to increase employee creativity and employee readiness for change. The intervention is a ?creative problem solving? training. Intervention effects were measured by comparing the pre-test and post-test measurements of employee creativity and employee readiness for change.

The results of tests of significance differences in the calculation of pretest and post-test employee creativity and employee readiness for change using a t-test. The t-test values obtained for employee creativity is -4.899 (p< 0.05) and the value of t for employee readiness for change is - 1.394 (p >0.05). This means there is an increase in employee creativity scores were significantly but there was no increase to employee readiness for change scores significantly after the intervention given. The results of this analysis indicate that a given intervention can improve employee creativity, but have not been able to increase the employee readiness for change."