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"ABSTRAKPerilaku pemimpin yang efektif sangat diperlukan oleh organisasi. Penelitian ini berusaha menguji dua faktor penentu perilaku pemimpin yang efektif yaitu pertukaran atasan bawahan dan integritas. Responden penelitian adalah pegawai pemerintahan dari beberapa institusi pemerintahan yang berbeda dengan jumlah responden sebanyak 100 orang. Skala pengukuran berasal dari adaptasi skala pengukuran yang sudah ada yang memiliki nilai reliabilitas yang baik berkisar antara .86 hingga .92. Hasil penelitian ini memperlihatkan (1) pertukaran atasan bawahan berhubungan dengan perilaku pemimpin yang efektif (β = .40, p<.05) dan (2) integritas berhubungan dengan perilaku pemimpin yang efektif (β = .39, p<.05). Penelitian ini menunjukkan pentingnya integritas dan kualitas pertukaran atasan bawahan dan menyarankan penelitian lebih lanjut tentang topik ini meneliti di selain lembaga pemerintah. Keterbatasan serta saran untuk penelitian selanjutnya dibahas dalam diskusi.

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ABSTRACTLeader effectiveness behaviour is needed in organization. This study aims toinvestigate two factors that potentially influence leader effectiveness behaviour,which are leader member exchange and behavioral integrity. Researchrespondents originated from public servant in different government institutionswith total respondents as much as 100 people All scales were adapted frompreviously used scale, and their reliability scores are ranging from .86 to .92,suggesting very good scales. The result of this study show that (1) leader memberexchange influence leader effectiveness behaviour (β = .40, p<.05). (2)Behavioral integrity affects leader effectiveness behaviour (β = .39, p<.05). Thisresearch demonstrate the importance of behavioral integrity and leader memberexchange (LMX) and call more research on this topic in other area thangoverment institution. Limitation and suggestion for future research are beingdiscussed."

"ABSTRAKPenelitian ini bertujuan untuk menganalisis hubungan antara LeaderMember Exchange (LMX) dan kinerja karyawan di perusahaan bidang industrimanufaktur yang mengolah serta memproduksi besi dan baja. LMX didefinisikansebagai hubungan dua arah yang dinamis antara pemimpin dan karyawan dimanapemimpin akan memperlakukan karyawan secara berbeda sesuai dengan waktudan kemampuan yang dimiliki oleh atasan tersebut (Graen dan Cashman, 1975).LMX merupakan variabel multidimensional, memiliki empat dimensi yaitukontribusi, loyalitas, afeksi dan respek terhadap profesi (Liden dan Maslyn, 1998)yang diukur melalui LMX-MDM dalam the Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Kinerja adalah nilai total yangdiharapkan oleh perusahaan dari pekerjaan yang dilakukan seseorang selamaperiode waktu tertentu yang diukur melalui alat ukur kinerja dari Casimir et al(2006) dan telah diadaptasi dalam the Indonesian Quality of Work LifeQuestionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup113 karyawan dari 13 divisi PT Krakatau Steel (Persero) Tbk yang terdiri dari 7divisi lapangan dan 6 divisi back office. Hasil analisis menunjukkan bahwa tidakada hubungan antara LMX dengan kinerja karyawan PT Krakatau Steel (Persero)Tbk. (r=+0.179, p>0.05, two tailed). Tetapi, hasil analisis menunjukan terdapatkorelasi yang signifikan antara dimensi kontribusi dari LMX dan kinerjakaryawan divisi lapangan PT Krakatau Steel (Persero) Tbk. (r=+0.277, p<0.05).

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AbstractThis research is to analyze the relationship between Leader MemberExchange (LMX) and employees? performance in iron and steel manufacturingindustry. LMX is defined as the dynamic two-way relationship between theleaders and the employees in which the leaders will treat the employees diferentlyaccording to the time and competence of the respective leaders (Graen andCashman, 1975). LMX is multi-dimentional variable with four dimensions whichare contribution, loyalty, affection, and respect to their profession (Liedn andMaslyn, 1998) measured through LMX-MDM in Indonesian Quality of Work LifeQuestionnaire (IQWiQ) (Radikun, 2010). Performance is defined as the totalexpected value to the organization of the discrete behavioral episodes that anindividual carries out over a standard period of time measured with workperformance measuring tool from Casimir et.al (2006) which has been adapted tothe Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun, 2010). Thesamples in this research are 113 employees from 13 divisions in PT KrakatauSteel (Persero) Tbk, consis of 7 field divisions and 6 back office divisions. Theresults of the analysis show that there is no relationship between LMX andemployees? performance in PT Krakatau Steel (Persero) Tbk. (r=+0.179, p>0.05,two tailed). But, The results of analysis show that there was significantrelationship between contribution dimension of LMX and employees?performance in field division of PT Krakatau Steel (Persero) Tbk. (r=+0.277,p<0.05)."

"Today?s leaders face many challenges in achieving their goals. Rapid changes in technology, a more diverse workforce, changes in government regulations, worldwide competition, and the growing complexity of things in general have increased our awareness of the need for more effective leaders. Developing leaders requires having an understanding of the knowledge and skills required for effective leaders. Leadership Skills for Managers, 4th edition, focuses on five leadership skill sets necessary to ensure individual and organization performance: providing direction, leading by example, enabling others, sharing power, and seeking a better way. In addition to the leadership skill sets, the book examines the attitudes and mindsets of effective leaders. In the final analysis, the evidence of leadership is in the performance of the people and the organizations that follow the leader. When they perform well, the leader is a success. When they don?t perform well, leadership changes are almost always forthcoming. This book provides the background, real-world examples, practical applications, and numerous exercises to help prepare aspiring leaders. The lessons learned in this course can be applied to any leadership level in an organization and in any type of organization. Readers will learn how to: * Make the change from manager to leader. * Provide direction. * Enable others to achieve and succeed. * Develop a vision and create alignment. * Grow and develop new leaders. * Appraise leadership performance. * Use Continuous Improvement. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy."

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"Kepala Bagian merupakan jabatan yang sangat strategik di RSIA Hermina Jatinegara karena memiliki tanggungjawab tidak hanya terhadap operasional kegiatan-kegiatan di semua urusan atau pun instalasi namun juga harus mengkoordinasi semua Urusan mau pun Instalasi yang berada dalam wewenangnya. Dengan demikian dibutuhkan manajer-manajer yang tidak hanya memahami proses operasional di semuru urusan ataupun instalasi yang menjadi wewenangnya namun namun juga dibutuhkan seseorang yang memiliki kemampuan konseptual, administratif dan kemanusiaan. Sehingga bila RSIA Hermina Jatinegara ingin terus bergerak maju mencapai bisinya, tidak cukup bila pengangkatan manajer setingkat kapala bagian hanya berdasarkan kebijaksanaan direktur semata. Diperlukan tolok ukur yang berbasis kompetensi sesuai bidang tugas yang akan diemban, agar proses pengangkatan dan pembinaan manajer setingkat kepala bagian ini transparan dan terarah. Di RSIA Hermina Grup, persyaratan kompetensi untuk menjadi manajer setingkat kepala bagian belum ada, yang ada baru persyaratan kompetensi pada lebel pelaksana. Tujuan penelitian ini adalah untuk mengetahui komponcn-komponen kompetensi yang harus dimiliki manajer sctingkat Kepala Bagian di RSIA Hennina Jatinegara tahun 2007. Komponen-komponen tersebut terbagi mcnjadi kompetensi inti {core competency) dan kompetensi spcsifik. Pcnelitian merupakan penelitian kualitatif. Penelitian diiakukan di RSlA Hemtina Jatinegara dari bulan Aprit - Mei 2006. data yang digunakan terdiri darJ data primer yang dipcroleh dari wawancam mendalam (indepth interview) dan F:xperts panel, dan data sekuoder berupn Check list un1nk telaah dokumen yang berkaitan dengan kompetcnsi manajer setingkat kepala bagian di RSJA Hem1ina Jatincgara. lnforman indeplh interview f)i tingkat Grup terdiri dari Direktor Utamdan Kepata Departemen HRO, dan di tingkal ntmah sakit y