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"Penelitian ini berfokus pada usaha untuk meningkatkan affective commitment to change pada karyawan Teknisi melalui transformational leadership atasan di perusahaan yang bergerak dalam bidang solusi ketenagalistrikan. Berdasarkan penggalian data awal, masalah yang muncul adalah adanya kecenderungan normative commitment to change karyawan Teknisi dalam mematuhi peraturan kedisiplinan akibat gaya kepemimpinan yang cenderung transactional, sehingga mereka patuh hanya jika merasa diawasi dan akan menerima punishment untuk pelanggaran yang dilakukan. Peneliti mengukur korelasi antara transformational leadership dan affective commitment to change dengan 18 orang partisipan Teknisi. Alat ukur transformational leadership yang digunakan pada penelitian ini (α = 0,980) diadaptasi oleh Rubin et al. (2005) yang berdasar pada alat ukur yang dikembangkan oleh Podsakoff et al. (1996). Sementara, alat ukur affective commitment to change yang digunakan (α = 0.809) merupakan versi adaptasi dari alat ukur commitment to change yang digunakan dalam penelitian Herscovitch dan Meyer (2002). Berdasarkan uji korelasi Kendall?s Tau (τ), diperoleh koefisien korelasi sebesar 0,606 (LOS 0,01), yang menunjukkan bahwa transformational leadership atasan berhubungan secara signifikan dengan affective commitment to change karyawan. Untuk itu dilakukan sebuah intervensi berupa workshop transformational leadership untuk meningkatkan perilaku transformational atasan dengan tujuan untuk meningkatkan affective commitment to change pada bawahan. Peneliti melakukan evaluasi workshop level dua dengan uji Wilcoxon Signed-Rank Test, diperoleh hasil bahwa terdapat peningkatan skor perilaku transformational atasan, meskipun tidak signifikan (Z = -1,826, p > 0,05).

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This study is focused on the effort to improve affective commitment to change among Technicians through Coordinator?s transformational leadership in a company of power solution business. Based on initial diagnosis, the existing problem can be attributed to the tendency of normative commitment to change among Technicians in complying to discipline regulation as a result of superiors? transactional leadership style, which causes Technicians comply only when they perceive as being monitored and will receive punishment for violating the regulation. The correlation between transformational leadership and affective commitment to change was measured with 18 Technicians as participants. The transformational leadership instruments used in this study (α = 0,980) was adapted by Rubin et al. (2005) based on the one developed by Podsakoff et al. (1996), while the instrument used to measure employee affective commitment to change (α = 0.809) was an adapted version from the one used in Herscovitch and Meyer?s (2002) research. Based on Kendall?s Tau (τ) correlation test, correlation coefficient of 0,606 (LOS 0,01) was found, showing that superiors? transformational leadership is significantly and positively correlated to employees? affective commitment to change. Based on this result, an intervention program was conducted in the form of transformational leadership workshop to improve superiors? transformational leadership behavior, aimed at the improvement of employee affective commitment to change. The researcher conducted a second level workshop evaluation using the Wilcoxon?s Signed-Rank Test, showing that there was an increase in superiors? transformational behavior score, but not significant (Z = -1,826, p > 0,05)."

"Komitmen karyawan terhadap perubahan yang sedang terjadi merupakan hal yang penting bagi kesuksesan perubahan suatu organisasi. Penelitian ini bertujuan untuk melihat pengaruh gaya kepemimpinan transformasional dan change leadership terhadap komitmen perubahan yang dimiliki oleh. Komitmen perubahan diukur dengan Commitment to Change Inventory (CCI), gaya kepemimpinan transformasional diukur dengan Multifactor Leadership Questionnaire (MLQ) 5x, dan change leadership diukur dengan alat ukur Change Leadership. Responden penelitian dalam penelitian ini sejumlah 275 karyawan tetap yang sedang bekerja di perusahaan yang mengalami perubahan. Hasil dari penelitian ini memperlihatkan adanya pengaruh yang signifikan dari gaya kepemimpinan transformasional dan change leadership terhadap komitmen pada organisasi. Hasil penelitian ini juga menunjukkan bahwa change leadership memiliki kontribusi yang lebih besar terhadap komitmen perubahan.

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Employees commitment to changes is an important aspect for the success of change in organization. This study examined influences of transformational leadership and change leadership on employee’s commitment to change. Commitment to change measured with Commitment to Change Inventory (CCI), transformational leadership measured with Multi Leadership Questionnaire (MLQ) 5x, and change leadership measured with Change Leadership Measurement. Participants of this study are 275 permanent employees who works for the company that having a changes. This study found the positive relationship between transformational leadership and change leadership to commitment to change. The result also shows that change leadership have a stronger influence to commitment to change."

"Tesis ini bertujuan untuk mengetahui pengaruh keadilan organisasi dan kepemimpinan transformasional terhadap komitmen organisasi pengajar di Sekolah Menengah XYZ. Berdasarkan initial survey Organizational Diagnosis Questionnaire oleh Preziosi (1980) dengan 35 item (α = .884), menunjukkan terdapat masalah reward dan leadership di organisasi ini. Ini diduga dipengaruhi oleh persepsi kurangnya perlakuan adil organisasi terkait reward dan kurangnya peran atasan dalam membimbing, mendukung, menginspirasi, memotivasi, mengapresiasi, dan mempertimbangkan secara individual kepada pengajar. Ini dibuktikan dengan mengukur pengaruh keadilan organisasi dan kepemimpinan transformasional terhadap komitmen organisasi. Keadilan organisasi diukur dengan Organizational Justice Questionnaire oleh Colquitt (2001) sejumlah 20 item (α = .939), kepemimpinan transformasional dengan Transformational Leadership Questionnaire oleh Alimo-Metcalfe & Alban-Metcalfe (2001) sejumlah 19 item (α = .954), dan komitmen organisasi yang diukur dengan Organizational Commitment Questionnaire oleh Meyer & Allen (1997) sejumlah 20 item (α = .922). Hasil penelitian pada 30 orang pengajar menunjukkan variabel yang signifikan memengaruhi komitmen organisasi pengajar di organisasi ini adalah kepemimpinan transformasional ( = .444, p < 0,05). Ini berarti komitmen organisasi pengajar dipengaruhi oleh kepemimpinan transformasional. Peneliti lalu merancang intervensi pelatihan kepemimpinan transformasional dengan pendekatan experiential learning bagi atasan untuk meningkatkan komitmen organisasi pengajar.

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This thesis aims to determine effect of organizational justice and transformational leadership on organizational commitment of XYZ Middle School teachers. Based on an initial survey Organizational Diagnosis Questionnaire by Preziosi (1980) with 35 items (α = 0,884), indicating there are poor condition of reward and leadership. These conditions are thought to be influenced by the lack of rewardrelated organizational justice treatment perceptions and the lack of direct supervisor's role in guiding, supporting, inspiring, motivating, appreciating, and individual considerating to the teachers. This is evidenced by measuring influence of organizational justice and transformational leadership on organizational commitment. Researcher measured using 20 items of Organizational Justice Questionnaire (α = 0,933) by Colquitt (2001), 19 items of Transformational Leadership Questionnaire (α = 0,954) by Alban-Metcalfe & Alimo-Metcalfe (2001), and 20 items of Organizational Commitment Questionnaire (α = 0,922) by Meyer & Allen (1997). The results of the study on 30 teachers showed that significant variable was affecting teachers organizational commitment is transformational leadership ( = 0,444, p < 0,05).This means that organizational commitment variable influenced by transformational leadership. Researcher then designed transformational leadership training with experiential learning approach to improve the transformational leadership ability for the supervisors and to increase the organizational commitment of the teachers."

"Penelitian ini bertujuan untuk mengetahui pengaruh kepemimpinan transformasional terhadap turnover intention karyawan yang dimediasi oleh komitmen afektif. Terdapat empat dimensi yang digunakan untuk mengukur kepemimpinan transformasional, yaitu idealized influence, inspirational motivation, individualized consideration, dan intellectual stimulation. Responde dalam penelitian ini adalah 153 karyawan di PT XYZ yang merupakan karyawan tetap di perusahaa tersebut. Metode yang digunakan untuk mengolah data dalam penelitian ini adalah maximum likelihood dalam Structural Equation Model SEM . Hasil penelitiain ini menunjukkan bahwa kepemimpinan transformasional memiliki pengaruh negatif terhadap turnover intention karyawan. Selain itu, komitmen afektif mampu memediasi pengaruh kepemimpinan transformasional terhadap turnover intention karyawan. Komitmen afektif terbukti memiliki pengaruh positif terhadap kepemimpinan transformasional dan memiliki pengaruh negatif terhadap turnover intention karyawan.

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This study aims to examine the impact of transformational leadership to turnover intention, as well as to test the mediatingimpact of affective commitment toward the impact. The respondents of this study are 153 full time employees of PT XYZ. This study uses Maximum Likelihood of Structural Equation Model SEM to analysis the data. The result of this study shows that transformation leadership has a negative impact to turnover intention. In addition, affective commitment also can moderate the impact of transformational leadership to turnover intention. The affective commitment has a positive impact to transformational leadership, while it has a negative impact to turnover intention."

"Penelitian ini bertujuan untuk mengetahui pengaruh kepemimpinan dan iklim organisasi terhadap perilaku knowledge sharing. Berdasarkan hasil uji regresi berganda pada 92 karyawan dengan menggunakan Multifactor Leadership Questionnaire (Form 5x-Short), Organizational Climate Instrument, dan Knowledge Sharing Behavior Questionnaire menunjukkan adanya pengaruh yang signifikan dari kepemimpinan dan iklim organisasi terhadap knowledge sharing, dimana sumbangan paling signifikan berasal dari iklim organisasi (r = 0,511**, p<0,01). Kemudian peneliti merancang intervensi untuk meningkatkan iklim organisasi pada dimensi fairness yang memberikan sumbangan terbesar. Fairness yang dipersepsikan rendah karena penilaian atasan yang dianggap tidak adil. Oleh karena itu, intervensi effective performance feedback workshop diberikan kepada para atasan untuk meningkatkan persepsi fairness bawahannya yang diharapkan akan meningkatkan perilaku knowledge sharing bawahan.Hasil uji signifikansi perbedaan pre-test dan post-test menunjukkan intervensi signifikan meningkatkan dimensi iklim organisasi yaitu persepsi fairness sehingga terdapat peningkatan pula pada knowledge sharing (t = -4,733*, p<0,05). Hasil ini mengimplikasikan bahwa penting untuk memberikan feedback secara berkala agar karyawan menampilkan perilaku knowledge sharing yang diharapkan.

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This study is aimed to analyze the effect of leadership and organizational climate toward knowledge sharing behaviors. Based on multiple regression test to the 92 employees using Multifactor Leadership Questionnaire (Form 5x-Short), Organizational Climate Instrument, and Knowledge Sharing Behavior Questionnaire showed a significant effect of leadership and organizational climate toward knowledge sharing, in which the most significant contribution came from organizational climate (r = 0.511**, p <0,01). Then the researcher designed intervention to improve organizational climate dimension of fairness as biggest contribution. The low perceived fairness was considered because of unfair superior rating. Hence, the effective performance feedback workshop intervention was given to supervisors to improve the perception of fairness on their subordinates and expected to enhance knowledge sharing behaviors.

The result of the significance test on the difference between pre-test and post-test showed that the given intervention could improve the dimension of organizational climate that was the perception of fairness so that there was improvement knowledge sharing (t = -4.733 *, p <0,05). This result implies that it is important to give the employee feedback on a regular basis in order to show the expected knowledge sharing behaviors."

"Penelitian ini dilakukan untuk mengetahui adanya pengaruh kepemimpinan transformasional terhadap efektivitas tim pada karyawan Unit CHR di PT XYZ. Berdasarkan hasil identifikasi masalah organisasi, para karyawan menampilkan teamwork yang rendah dan diduga dipengaruhi oleh kurang berjalannya peran pemimpin yang efektif di dalam tim kerja. Hal itu kemudian dibuktikan dengan mengukur pengaruh kepemimpinan transformasional terhadap efektivitas tim. Kepemimpinan transformasional ditetapkan sebagai variabel bebas karena diduga oleh peneliti dapat memengaruhi efektivitas tim sebagai variabel terikat. Alat ukur yang digunakan di dalam penelitian ini adalah alat ukur efektivitas tim dari Glenn M. Parker (2007) dan Multifactor Leadership Quesionaire (MLQ) dari penelitian Bass & Avolio (2004). Responden penelitian ini berjumlah 43 orang karyawan dari Unit CHR. Hasil uji regresi menunjukkan bahwa kepemimpinan transformasional terbukti secara signifikan memengaruhi efektivitas tim (R2 = 0.459, Adj R2 = 0.446, p < 0,001). Hasil tersebut berarti peningkatan kepemimpinan transformasional dapat memunculkan terjadinya peningkatan pada efektivitas tim. Intervensi untuk meningkatkan kepemimpinan transformasional atasan level supervisor/superintendent sesuai dengan masalah yang dihadapi Unit CHR dilakukan melalui rancangan program pelatihan kepemimpinan transformasional.

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This study was conducted to investigate the effect of transformational leadership to team effectiveness of employees Unit CHR PT XYZ. Based on identification of organizational problems, employees indicated low teamwork and affected by ineffective leadership role in the team. That problem need to be proven by measuring the effect of transformational leadership on team effectiveness. Transformational leadership is defined as an independent variable because is suspected can influence team effectiveness as the dependent variable. Measuring instruments used in this study is a measure the effectiveness of a team by Glenn M. Parker (2007) and Multifactor Leadership Quesionaire (MLQ) by Bass and Avolio research (2004). A total 43 employees in Unit CHR participated in this study. Regression analysis results indicate that transformational leadership is proven to significantly affect team effectiveness (R2 = 0459, Adj R2 = 0.446, p <0.001). This result means that an increase in transformational leadership cause an increase in team effectiveness. Interventions to improve transformational leadership for supervisor/superintendent in Unit CHR was through transformational leadership training program."

"Komitmen perubahan diperlukan untuk mencapai efektivitas organisasi. Penelitian ini dilakukan untuk melihat pengaruh kepemimpinan transformasional dan keadilan organisasi terhadap komitmen perubahan. Selain itu, penelitian ini juga melihat pengaruh kepemimpinan transformasional dan keadilan organisasi terhadap ketiga dimensi komitmen perubahan, yaitu komitmen afektif, komitmen kontinuan, dan komitmen normatif. Pengukuran kepemimpinan transformasional menggunakan Multifactor Leadership Questionnaire, keadilan organisasi menggunakan Organizational Justice Scale, dan komitmen perubahan menggunakan Commitment to Change Inventory. Hasil perhitungan dari 275 responden, menunjukkan bahwa kepemimpinan transformasional dan keadilan organisasi memberikan pengaruh signifikan terhadap komitmen perubahan (R2=0,175, p<0,005) dan pada masing-masing dimensi komitmen perubahan (afektif, kontinuan, dan normatif). Meskipun demikian, berdasarkan analisis setiap variabel, ternyata hanya keadilan organisasi yang memberikan pengaruh signifikan terhadap komitmen perubahan (R2=0,0412, p<0,005).

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Commitment to change is required to achieve organizational effectiveness. This study was conducted to see the effect of transformational leadership and organizational justice on commitment to change. In addition, this study also tries to identify the effects of transformational leadership and organizational justice to the three dimensions of commitment to organizational change. This research used Multifactor Leadership Questionnaire for transformational leadership, Organizational Justice Scale for organizational justice, and Commitment to Change Inventory for Commitment to change.

The results from 275 respondent showed that transformational leadership and organizational justice have a significant influence on commitment to change (R2=0,175, p<0,005) and each dimension of commitment to change (affective, continuants, and normative). Furthermore, this study also shows that only organizational justice that has significant impact on commitment to change (R2=0,0412, p<0,005)."

"Reformasi Birokrasi menuntut pemerintah melakukan perubahan dalam mencapai tata kelola pemerintahan kelas dunia. Dalam menjalankan Reformasi Birokrasi tersebut banyak perubahan yang dilakukan oleh pemerintah berupa perubahan manajemen kinerja, perubahan pola kerja, perubahan budaya kerja dan lainnya. Berdasarkan penelitian terdahulu, perubahan yang sukses perlu adanya commitment to change pada individu di organisasi. Studi menemukan bahwa transformational leadership, readiness for change dan public service motivation memiliki pengaruh terhadap commitment to change. Tujuan dari studi ini adalah mengetahui peranan readiness for change dan public service motivation dalam memediasi pengaruh transformational leadership terhadap commitment to change. Dengan menggunakan online survey kepada 174 responden dengan pengolahan data Lisrel didapati hasil penelitian berupa readiness for change dan public service motivation secara signifikan dan positif memediasi pengaruh dari Transformational leadership terhadap Commitment to Change. Berbeda dari hasil penelitian terdahulu, penelitian ini menemukan bahwa transformational leadership memiliki pengaruh negatif dan signifikan terhadap commitment to change. Hal ini menekankan bahwa pentingnya peranan readiness to change dan public service motivation dalam memediasi pengaruh transformational leadership terhadap commitment to change pegawai negeri sipil di pemerintahan pusat. Penelitian ini diharapkan dapat memecahkan permasalahan reformasi birokrasi sehingga pemerintahan pusat dapat mencapai tata kelola pemerintahan kelas dunia.

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Bureaucratic Reform requires the government to make changes in achieving world-class governance. In carrying out this Bureaucracy Reform many changes made by the government consist of change management, work patterns, changes in work culture and others. Based on previous research, successful change requires commitment to change in individuals in the organization. The study found that transformational leadership, readiness for change and public service motivation have an influence on commitment to change. The purpose of this study is to determine the role of readiness for change and public service motivation in mediating the effect of transformational leadership on commitment to change. Using an online survey of 174 respondents by processing the Lisrel data, the results of the study were in the form of readiness for change and motivation for public services that significantly and positively mediated the effect of transformational leadership on Commitment to Change. Different from the initial research, this study found that transformational leadership has a negative and significant influence on commitment to change. Therefore, Readiness for change and public service motivation has important role for mediating the influence of transformational leadership on commitment to change in central government. This research is expected to solve the problem of bureaucratic reform so that so that the central government can realize world-class governance."

"Penelitan ini bertujuan untuk mengetahui hubungan antara variabel gaya kepemimpinan transformasional dan variabel perilaku kewargaan organisasi (PKO) pada PT. X dalam rangka menyusun intervensi yang tepat untuk meningkatkan gaya kepemimpinan transformasional yang nantinya diharapkan dapat meningkatkan PKO. Gaya kepemimpinan transformasional diukur menggunakan 20 item yang diadaptasi dari item yang mengukur dimensi kepemimpinan transformasional dalam Multifactor Leadership Questionnaire (Bass & Avolio, 2004; dalam Ho et al., 2009) dengan reliabilitas Alpha Cronbach 0.92, sedangkan perilaku kewargaan organisasi diukur dengan menggunakan alat ukur yang diadaptasi dari alat ukur yang dikembangkan oleh Podsakoff et al. (1990) dengan reliabilitas Alpha Cronbach 0.81. Sejumlah 33 responden pada level jabatan non-staf hingga manajer terlibat dalam penelitian ini. Berdasarkan hasil analisa regresi berganda didapatkan R= 0.611, F = 4.17, dfregresi = 4, dfresidual = 28, p = 0.009, dengan signifikansi pada los 0.01. Gaya kepemimpinan transformasional mampu menjelaskan 37.4 % varians dalam PKO. Adapun dimensi yang memiliki hubungan paling kuat ialah Idealized Influence, dengan nilai korelasi 0.58, p = 0.003, signifikan pada los 0.01. Berdasarkan hasil ini, maka intervensi pelatihan gaya kepemimpinan transformasional dengan menitikberatkan kepada dimensi Idealized Influenced dirancang dan diimplementasikan kepada level manajer dan penyelia. Berdasarkan hasil olah data didapatkan adanya kenaikan skor jumlah jawaban benar secara signifikan pada kelompok peserta manajer (pre-test (M = 3.20, SD = 1.09), post-test (M = 5.20, SD = 2.16), t = -2.82, df = 4, p = 0.04, signifikan pada los 0.05) dan kelompok peserta penyelia (pre-test (M = 2.00, SD = 1.19), post-test (M = 4.88, SD = 3.18), t = -3.45, df = 7, p = 0.01, pada los 0.05). Hasil ini menunjukkan adanya peningkatan pengetahuan mengenai gaya kepemimpinan transformasional. Hal ini diharapkan dapat meningkatkan implementasi gaya kepemimpinan transformasional pada atasan sehingga mampu meningkatkan PKO pada bawahannya.

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This study aimed to determine the relationship between transformational leadership style and organizational citizenship behaviour (OCB) in PT. X in order to design the right intervention to improve transformational leadership style in which it was expected to improve OCB. Transformational leadership style was measured using a 20-item scale adopted from Multifactor Leadership Questionnaire (Bass & Avolio, 2004; dalam Ho et al., 2009) that measures the transformational leadership style with the reliability Alpha Cronbach 0.92, whereas OCB was measured using the scale adopted from OCB scale developed by Podsakoff et al. (1990) with the reliability Alpha Cronbach 0.81. Thirty-three respondents within the level of position ranging from non-staff to managers were involved. The results from multiple regression analysis showed the value of R= 0.611, F = 4.17, dfregressin = 4, dfresidual = 28, p = 0.009, was significant within the level of significance 0.01. Furthermore, transformational leadership style can explain 37.4 % variance of OCB. The dimension of transformational leadership style that has the strongest relationship with OCB is Idealized Influence, with the correlation value of 0.58, p = 0.003, significance level of 0.01. Based on this results, transformational leadership training in which Idealized Influence were emphasized can be considered as the right intervention for managers and supervisors. Based on statistical analysis, it was found that there was a significant increase in the total score of right answers about transformational leadership style on the group of managers and (pre-test (M = 3.20, SD = 1.09), post-test (M = 5.20, SD = 2.16), t = -2.82, df = 4, p = 0.04, significant at los 0.05) and supervisors (pre-test (M = 2.00, SD = 1.19), post-test (M = 4.88, SD = 3.18), t = -3.45, df = 7, p = 0.01, significant at los 0.05). This result showed that there is an improvement in the participants’ knowledge of transformational leadership style. It is expected that this could improve the implementation of transformational leadership style in which it could also improve the occurance of employees organizational citizenship behaviour."

"ABSTRAKPenelitian ini terbagi menjadi dua studi dengan tujuan yang berbeda. Studi awal bertujuan melihat pengaruh kepemimpinan transformasional terhadap perilaku kerja inovatif di PT XYZ, dengan jumlah sampel sebanyak 73 karyawan dari posisi staff dan supervisor. Pengukuran variabel menggunakan item kepemimpinan transformasional pada Multifactor Leadership Questionnaire (MLQ-5X) dan alat ukur perilaku kerja inovatif. Hasil penelitian menunjukkan bahwa kepemimpinan transformasional berpengaruh secara signifikan terhadap perilaku kerja inovatif (R2=.52, p<.05). Kemudian dilakukan studi lanjutan berupa pelaksanaan program intervensi berjudul Becoming an Innovative Leader kepada 16 supervisor dengan nilai kepemimpinan transformasional yang masih dipersepsikan rendah oleh bawahannya. Program terdiri dari intervensi jangka pendek (pelatihan) serta jangka panjang (coaching dan monitoring), terkait keempat dimensi kepemimpinan transformasional secara bertahap. Beberapa keterbatasan membuat hanya intervensi berupa pelatihan yang dilakukan. Pelatihan diikuti oleh 18 orang karyawan, yang termasuk di dalamnya delapan orang supervisor yang menjadi target intervensi. Hasil evaluasi level 1 (reaksi) menunjukkan bahwa peserta menilai pelatihan secara keseluruhan sudah baik. Kemudian evaluasi level 2 (pembelajaran) menunjukkan peningkatan pengetahuan terkait kepemimpinan transformasional yang signifikan. Human Resource diharapkan dapat melakukan intervensi jangka panjang sehingga supervisor yang menjadi target intervensi dapat menerapkan kepemimpinan transformasional di PT XYZ.

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ABSTRACTThis research was divided into two studies with different objectives. The initial study aims to examine the effect of transformational leadership on innovative work behavior in PT XYZ, using 73 employees from staff and supervisor as the sample. The variables are measured using transformational leadership items from Multifactor Leadership Questionnaire (MLQ-5X) and innovative work behavior measurement tools. The results show that transformational leadership significantly affects innovative work behavior (R2=.52, p<.05). Then follow-up study consists of an intervention program titled Becoming an Innovative Leader to 16 supervisors that is scored low transformational leadership by their subordinates. The program consists of short-term (training) and long-term intervention (coaching and monitoring), related to four dimensions of transformational leadership that should be given in stages. Only the training program can be implemented because of some limitations. The training is attended by 18 employees of PT XYZ, including eight supervisors who has been targeted for intervention. The result of level 1 evaluation shows that trainees give good rating to the training program. Then level 2 evaluation score shows significant increase in knowledge related to transformational leadership. Human Resource is expected to execute the long-term intervention so the targeted supervisors can apply transformational leadership in PT XYZ."