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"Penelitian ini berfokus untuk melihat perubahan persepsi organizational justice dan kualitas leader-member exchange yang merupakan dampak dari pelaksanaan coaching pada atasan di departemen sales PT X. Penelitian ini menggunakan desain penelitian pre-test/post-test design. Instrumen penelitian menggunakan kuesioner leader-member exchange dengan ? = 0.73 dan kuesioner organizational justice dengan ? = 0.92. Hasil uji regresi terhadap 35 responden menunjukkan bahwa hanya persepsi interactional justice yang menunjukkan pengaruh signifikan terhadap kualitas leader-member exchange. Artinya, leader-member exchange dapat dijelaskan oleh 12.7 varians organizational justice. Berdasarkan hasil uji perbedaan sebelum dan sesudah pemberian coaching pada atasan terdapat perbedaan mean yang signifikan antara skor interactional justice sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Sama halnya pada skor leader-member exchange sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Karenanya, dapat disimpulkan bahwa intervensi coaching pada atasan yang diberikan efektif dalam meningkatkan organizational justice melalui dimensi interactional justice dan leader-member exchange.

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This study focused on looking at changes in organizational justice perceptions and the quality of leader member exchange which is the impact of coaching implementation on the superiors. This research used pre test post test design research. The research instrument used leader member exchange questionnaire 0.73 and an organizational justice questionnaire 0.92 . The regression analysis from 35 respondents showed that only interactional justice perception had significant influence to leader member exchange quality. In view of this, leader member exchange can be explained by 12.7 organizational justice variance. Based on the test results between the difference of before and after coaching on the superiors, there is a significant mean difference between interactional justice score, before and after intervention p 0.01 p."

"Penelitian ini bertujuan untuk untuk melihat peran Leader-member Exchange dalam hubungan antara kepribadian dan berbagi pengetahuan pada guru. Partisipan penelitian ini berjumlah 219 Guru SMA di Jabodetabek. Perilaku berbagi pengetahuan diukur dengan skala perilaku berbagi pengetahuan khusus guru (2018), trait conscientiousness dengan alat ukur NEO-4 (Seniati, 2002), serta leader-member exchange dengan LMX-MDM (Istono, 2018). Hasil penelitian menunjukkan t = -0,13, p = 0,89, LLCI -0,01 ULCI 0,01. Dapat disimpulkan bahwa peran leader-member exchange tidak memengaruhi hubungan trait conscientiousness dengan berbagi pengetahuan. Dengan kata lain, hubungan kepribadian individu yang bertanggung jawab, dapat diandalkan, gigih, tepat waktu, pekerja keras dan berorientasi pada pekerjaan dengan perilaku berbagi pengetahuan tidak tergantung pada kualitas hubungan antara guru dengan kepala sekolah. Hal ini terjadi karena karakteristik struktur organisasi sekolah dan struktur organisasi di bidang bisnis berbeda yang memengaruhi hubungan guru dengan kepala sekolah yang tidak seperti hubungan karyawan dengan atasan pada perusahaan. 

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This research aims to know the role of Exchange Leaders in the relationship between personality and knowledge sharing with the teacher. The participants of this study were 219 high school teachers in Jabodetabek. Knowledge sharing behavior is measured by the knowledge sharing scale specifically for teachers (2018), trait conscientiousness with NEO4 (Seniati, 2002), and leader-member exchange with LMX-MDM (Istono, 2018). The results showed t = -0.13, p = 0.89, LLCI -0.01 ULCI 0.01. It can be concluded that the role of leadermember exchange does not affect the relationship between trait conscientiousness and knowledge sharing. In other words, the personality relationship of individuals who are responsible, reliable, persistent, hard-working and work-oriented with knowledge sharing behavior does not depend on the quality of the relationship between the teacher and the principal. This happens because the characteristics of the schools organizational structure and organizational structure in the business field are different which affect the relationship between the teacher and the principal, unlike employee relations with leader in the company.   "

"Sekalipun employee accountability adalah hal esensial di organisasi, penelitian terkait mekanisme terjadinya employee accountability karyawan masih sangat kurang. Dengan menggunakan teori Conservation of Resources, tesis ini bertujuan untuk memahami pengaruh empowering leadership terhadap employee accountability melalui psychological safety dan pengaruh formalisasi pada employee accountability khususnya di kementerian. Data diambil dengan metode convenience sampling. dari 167 responden dengan menggunakan alat ukur yang mempunyai reliabilitas yang tinggi (yaitu antara 0,71 sampai 0,96). Melalui teknik analisis Structural Equation Modelling (SEM) parceling, tesis ini menunjukkan bahwa: (1) empowering leadership berpengaruh terhadap employee accountability melalui psychological safety; (2) formalisasi berpengaruh langsung terhadap employee accountability. Berdasarkanhasil yang ditemukan, perlu dilakukannya penelitian lebih dalam terkait faktor yang memengaruhi employee accountability dari sisi internal, serta penting untuk meneliti gaya kepemimpinan lainnya karena mengingat topik tersebut masih perlu banyak dikembangkan.

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Although employee accountability is essential in organizations, research related to the mechanism of employee accountability is still very lacking. Using the Theory of Conservation of Resources, this thesis aims to understand the influence of empowering leadership on employee accountability through psychological safety and the influence of formalization on employee accountability, especially in the ministry. The data were taken by convenience sampling method. of the 167 respondents using measuring instruments that have high reliability (i.e. between 0.71 and 0.96). Through structural equation modeling (SEM) parceling analysis techniques, this thesis shows that: (1) empowering leadership affects employee accountability through psychological safety ; (2) formalization has a direct effect on employee accountability. Based on the results found, it is necessary to conduct deeper research related to factors that affect employee accountability from the internal side, and it is important to examine other leadership styles because considering that the topic still needs to be developed a lot."

"Salah satu kunci dari efektivitas kepemimpinan adalah bagaimana seorang pemimpin diterima dan didukung oleh bawahannya (leader endorsement). Penelitian ini bertujuan untuk mengidentifikasi faktor-faktor yang memengaruhi dukungan bawahan terhadap pemimpim berdasarkan teori identitas sosial. Studi kuantitatif dengan desain non-eksperimental ini dilakukan pada 135 karyawan dari berbagai perusahaan swasta di Indonesia. Reliabilitas masing-masing alat ukur yang digunakan berkisar antara 0.80-0.90. Hasil analisis menunjukkan bahwa: (1) leader prototypicality tidak signifikan memengaruhi leader endorsement (β = .124; p > .05); (2) leaders expert power (β = .767; p < .01) dan leaders referent power (β = .363; p < .01) signifikan memengaruhi leader endorsement. Faktor tersebut memprediksi varian leader endorsement sebesar 78,3% F(3.94) = 56.706, p < .01.Dengan demikian, temuan penelitian ini diharapkan dapat memberikan kontribusi terhadap perkembangan teori identitas sosial bahwa pada konteks perusahaan swasta, faktor yang menentukan terbentuknya dukungan terhadap pemimpin tidak hanya dilihat dari seberapa prototipikal pemimpin tersebut, namun lebih pada kemampuan dan keahlian serta keteladanan yang dimilikinya (leaders expert power dan leaders referent power).

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One of the key to leadership effectiveness is how a leader is accepted and supported by his subordinates (leader endorsement). This study aims to identify the factors that influence subordinate support for leaders based on social identity theory. This quantitative study with a non-experimental design was conducted on 135 employees from various private companies in Indonesia. The reliability of each measuring instrument used is between 0.80 to 0.90. The analysis showed that: (1) leader prototypicality did not significantly affect leader endorsement (β = .124; p > .05); (2) leaders expert power (β = .767; p < .01) and leaders referent power (β = .363; p < .01) significantly influence the leader endorsement. These variables can predict leader endorsement variants of 78,3%, F(3.94) = 56.706, p < .01.The findings of this study can contribute to the development of social identity theory that in the context of private companies, the factors that determine the formation of leader endorsement are not only seen from how prototypical leader, but rather the ability and expertise and exemplary that they have (leaders expert power and leaders' referent power)."