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"Penelitian ini dilakukan dengan tujuan untuk melihat hubungan antara leader-member exchange (LMX) dan perilaku inovatif di tempat kerja. Responden penelitian ini adalah 103 karyawan dari PT.X. PT.X adalah perusahaan yang bergerak di bidang industri pertambangan batu bara yang juga menerapkan inovasi di tempat kerja. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan alat ukur Innovative Work Behavior Scale (IWB Scale) dari Janssen (2000) dan Leader-Member Exchange Multidimensional (LMX-MDM) dari Liden dan Maslyn (1998). Adapun teknik analisis data yang digunakan dalam penelitian ini adalah Pearson Product Moment correlation, Simple Regression, dan Multiple Regression. Hasil penelitian ini menunjukkan bahwa LMX memiliki hubungan positif secara signifikan dengan perilaku inovatif di tempat kerja pada PT.X (r = .324, p < .01). Penelitan ini juga menemukan bahwa LMX berkontribusi secara signifikan terhadap perilaku inovatif di tempat kerja (R2 =.105, p < .01). Hasil penelitian ini juga menunjukkan bahwa dari keempat dimensi LMX, hanya satu dimensi yang berkontribusi secara signifikan terhadap perilaku inovatif di tempat kerja yaitu contribution (β = .383, p < .01). Di sisi lain, dimensi affect, loyalty, dan professional respect tidak berkontribusi secara signifikan terhadap perilaku inovatif di tempat kerja.

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This study was conducted to examine the relationship between leader-member exchange (LMX) and innovative work behavior. The respondents of this study were 103 employees of PT.X. PT X is a company that engaged in the coal mining industry and also implements innovation in the workplace. This research is a quantitative research that used Innovative Work Behavior Scale (IWB Scale) from Janssen (2000) and Leader-Member Exchange Multidimensional (LMX-MDM) from Liden and Maslyn (1998). This study used Pearson Product moment correlation, Simple Regression, and Multiple Regression as the analysis technique.

The result showed that LMX has significant relationship with the innovative work behavior in the workplace (r =.324, p < .01). This research also found that LMX contributed to innovative work behavior (R2 =.105, p < .01). In addition, this study showed that from the four dimensions of LMX, only one dimension that contributed to innovative work behavior significantly, namely contribution (β =.383, p < .01). On the other hand, affect, loyalty, and professional respect did not contribute significantly to innovative work behavior."

"Era disrupsi adalah suatu fenomena dimana inovasi memiliki potensi untuk mengacaukan atau bahkan mematikan suatu bisnis. Perusahaan harus berani melakukan self-disruption yang mana memiliki potensi untuk bertahan mengahadapi kompetitor. Perusahaan kedepannya harus mempersiapkan seluruh karyawan dengan menumbuhkan perilaku kerja inovatif, untuk mengantisipasi tantangan di era disruptif dengan menghasilkan inovasi yang dapat memberikan keunggulan kompetitif bagi perusahaan. Karyawan yang inovatif merupakan sumber daya manusia yang penting dalam mempertahankan kelangsungan hidup perusahaan. Tingkat perilaku kerja inovatif yang dimiliki karyawan dapat dipengaruhi dan ditingkatkan oleh leader-member exchange LMX, pemberdayaan psikologis, dan keterikatan karyawan. Penelitian ini menggunakan metode Structural Equation Modeling SEM. Data penelitian ini diperoleh dari 226 karyawan ConsuCo yang telah bekerja minimal selama satu tahun di perusahaan secara offline. Hasil penelitian ini menunjukkan bahwa LMX memiliki pengaruh langsung yang bersifat positif terhadap perilaku kerja inovatif, sedangkan pemberdayaan psikologis ditemukan tidak memiliki pengaruh langsung terhadap perilaku kerja inovatif. Selain itu, keterikatan karyawan memiliki pengaruh positif terhadap perilaku kerja inovatif. Lebih lanjut, LMX dan pemberdayaan psikologis ditemukan memiliki pengaruh terhadap perilaku kerja inovatif melalui keterikatan karyawan. Hal tersebut menunjukkan bahwa keterikatan karyawan memiliki peran sebagai mediator antara LMX mediasi parsial dan pemberdayaan psikologis mediasi penuh terhadap perilaku kerja inovatif.

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Disruption era is a phenomenon where innovation has the potential to disrupt or even kill a business. Companies must dare to do self disruption which has the potential to survive facing competitors. In the future, companies must prepare all employees by fostering innovative work behaviors, to anticipate challenges in the disruptive era by generating innovations that can provide a competitive advantage for the company. Innovative employees are an important human resource in maintaining the viability of the company. The level of employee 39s innovative work behavior can be influenced and enhanced by leader member exchange LMX, psychological empowerment, and employee engagement.

This research used Structural Equation Modeling SEM method. This research data is obtained from 226 ConsuCo employees who have been working for at least a year in the company through offline.

The results of this study indicate that LMX has a positive direct effect on innovative work behavior, whereas psychological empowerment is found to have no direct effect on innovative work behavior. In addition, employee engagement has a positive effect on innovative work behavior. Furthermore, LMX and psychological empowerment are found to have an effect on innovative work behavior through employee engagement. It shows that employee engagement has a role as mediator between LMX partial mediation and psychological empowerment full mediation on innovative work behavior. "

"Penelitian ini dilakukan untuk melihat pengaruh kepribadian tangguh terhadap perilaku kerja inovatif pada karyawan perusahaan BUMN yang bergerak pada bidang manufaktur kapal. Sebagai BUMN, perusahaan X memiliki peranan penting untuk mendukung program kerja pemerintah, inovasi diperlukan agar dapat memproduksi barang secara efisien dengan kualitas terbaik. Terdapat 135 responden dalam penelitian ini. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan Skala Perilaku Kerja inovatif 2000 dan Dispositional Resilience Scale-15 2007. Teknik Analisis yang digunakan pada penelitian ini adalah simple regression. Berdasarkan hasil penelitian diketahui bahwa kepribadian tangguh berpengaruh secara signifikan terhadap perilaku kerja inovatif R2=0.16, F 1,133 =26.44.

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This study was conducted to investigate the influence of hardiness personality towards innovative work behavior on employee of shipping manufacture BUMN. There were 135 respondents in this study. As a BUMN, company X has an important role to support the government work program, innovation is needed in order to produce goods efficiently with the best quality.

This research is a quantitative research that using Innovative Work Behavior Scale 2000 and Dispositional Resilience Scale 15 2007. The analysis technique used in this study is simple regression. The result shows that there was a positive and significant influence of hardiness personality towards innovative work behavior on employee of shipping manufacture BUMN R2 0.16, F 1,133 26.44."

"ABSTRAKPenelitian ini meneliti mengenai pengaruh Leader Member Exchange Terhadap Innovative Behavior Dengan Job Engagement dan Organization Engagement Sebagai Mediasi. Penelitian ini meneliti pada industri pertambangan menggunakan kuesioner yang didapatkan dari 290 responden yang bekerja di kantor pusat PT XYZ sebagai salah satu perusahaan pertambangan BUMN. Hipotesis penelitian dirumuskan dari penelitian sebelumnya dengan mengalami sedikit modifikasi dan diuji menggunakan structural equation model (SEM). Hasil menunjukkan bahwa Kualitas Leader Member Exchange memiliki efek positif pada Job Engagement, Kualitas Leader Member Exchange memiliki efek negatif pada Organization Engagement, Kualitas Leader Member Exchange memiliki efek positif pada Innovative Behavior, Job engagement memiliki efek positif pada Organization engagement, Job engagement memiliki efek positif pada Innovative Behavior, Organization engagement memiliki efek positif pada Innovative behavior. Job Engagement terbukti memediasi antara Leader Member Exchange dan Innovative Behavior, Organizational Engagement terbukti memediasi antara Leader Member Exchange dan Innovative Behavior di kantor pusat PT XYZ.

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ABSTRACT

This study examined the effect of Leader Member Exchange on Innovative Behavior on which is influenced by the role of Job Engagement and Organizational Engagement as a mediator. This research examined the mining industry using a questionnaire obtained from 290 respondents working at Headquarter office of PT XYZ. The research hypothesis was formulated from previous studies and added hypothesis and tested using structural equation model (SEM). The result showed that quality of Leader Member Exchange has positive effect on Job Engagement, quality of Leader Member Exchange has negative effect on Organization Engagement, quality of Leader Member Exchange has positive effect on Innovative Behavior, Job engagement has positive effect on Organization engagement, Job engagement has positive effect on Innovative Behavior, Organization engagement has positive effect on Innovative behavior. While Job Engagement directly influence Leader Member Exchange and Innovative Behavior, Organizational Engagement directly influence Leader Member Exchange and Innovative Behavior of employee at Headquarters office of PT XYZ."

"ABSTRAK

Penelitian ini bertujuan untuk menganalisis hubungan antara Leader

Member Exchange (LMX) dan kinerja karyawan di perusahaan bidang industri

manufaktur yang mengolah serta memproduksi besi dan baja. LMX didefinisikan

sebagai hubungan dua arah yang dinamis antara pemimpin dan karyawan dimana

pemimpin akan memperlakukan karyawan secara berbeda sesuai dengan waktu

dan kemampuan yang dimiliki oleh atasan tersebut (Graen dan Cashman, 1975).

LMX merupakan variabel multidimensional, memiliki empat dimensi yaitu

kontribusi, loyalitas, afeksi dan respek terhadap profesi (Liden dan Maslyn, 1998)

yang diukur melalui LMX-MDM dalam the Indonesian Quality of Work Life

Questionnaire (IQWiQ) (Radikun, 2010). Kinerja adalah nilai total yang

diharapkan oleh perusahaan dari pekerjaan yang dilakukan seseorang selama

periode waktu tertentu yang diukur melalui alat ukur kinerja dari Casimir et al

(2006) dan telah diadaptasi dalam the Indonesian Quality of Work Life

Questionnaire (IQWQ) (Radikun, 2010). Sampel dalam penelitian ini mencakup

113 karyawan dari 13 divisi PT Krakatau Steel (Persero) Tbk yang terdiri dari 7

divisi lapangan dan 6 divisi back office. Hasil analisis menunjukkan bahwa tidak

ada hubungan antara LMX dengan kinerja karyawan PT Krakatau Steel (Persero)

Tbk. (r=+0.179, p>0.05, two tailed). Tetapi, hasil analisis menunjukan terdapat

korelasi yang signifikan antara dimensi kontribusi dari LMX dan kinerja

karyawan divisi lapangan PT Krakatau Steel (Persero) Tbk. (r=+0.277, p<0.05).

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Abstract

This research is to analyze the relationship between Leader Member

Exchange (LMX) and employees? performance in iron and steel manufacturing

industry. LMX is defined as the dynamic two-way relationship between the

leaders and the employees in which the leaders will treat the employees diferently

according to the time and competence of the respective leaders (Graen and

Cashman, 1975). LMX is multi-dimentional variable with four dimensions which

are contribution, loyalty, affection, and respect to their profession (Liedn and

Maslyn, 1998) measured through LMX-MDM in Indonesian Quality of Work Life

Questionnaire (IQWiQ) (Radikun, 2010). Performance is defined as the total

expected value to the organization of the discrete behavioral episodes that an

individual carries out over a standard period of time measured with work

performance measuring tool from Casimir et.al (2006) which has been adapted to

the Indonesian Quality of Work Life Questionnaire (IQWQ) (Radikun, 2010). The

samples in this research are 113 employees from 13 divisions in PT Krakatau

Steel (Persero) Tbk, consis of 7 field divisions and 6 back office divisions. The

results of the analysis show that there is no relationship between LMX and

employees? performance in PT Krakatau Steel (Persero) Tbk. (r=+0.179, p>0.05,

two tailed). But, The results of analysis show that there was significant

relationship between contribution dimension of LMX and employees?

performance in field division of PT Krakatau Steel (Persero) Tbk. (r=+0.277,

p<0.05)."

"ABSTRAKPerilaku kerja inovatif merupakan salah satu faktor penting yang dapat memengaruhikeberlangsungan sebuah organisasi di tengah ketatnya persaingan di dunia industri.Oleh sebab itulah, untuk dapat mengoptimalkan perilaku kerja inovatif diperlukanpemahaman yang mendalam mengenai faktor-faktor yang dapat memengaruhi perilakukerja inovatif, yang salah satunya berupa pendekatan kepemimpinan Leader-MemberExchange (LMX). Tujuan dari penelitian ini adalah untuk menguji pengaruh LMXterhadap perilaku kerja inovatif serta menguji efektivitas intervensi N-Hancing LeaderMember Relationship yang diharapkan dapat mengoptimalkan LMX dan perilakukerja inovatif karyawan yang berada di PT X. Desain penelitian yang digunakan adalahbefore-after study design dengan partisipan sejumlah 35 orang karyawan PT X yangditempatkan pada Plant Z. Hasil survei dengan menggunakan kuesioner LMX-MDMserta perilaku kerja inovatif menunjukkan bahwa LMX berpengaruh secara signifikanterhadap perilaku kerja inovatif karyawan di PT X (F (1,33) = 4.56, p = .04, R2 = .12).Selanjutnya, dilakukanlah program intervensi N-Hancing Leader MemberRelationship yang terdiri dari pelatihan Lead Their Ship beserta penugasan one on oneconversation dan leader-member work activities kepada 10 pemimpin yang ada di PlantZ PT X selama empat pekan. Hasil pengukuran efektivitas intervensi yang dilakukankepada 10 bawahan yang pemimpinnya menjadi peserta intervensi menunjukkan bahwatidak terdapat perubahan yang signifikan baik untuk skor leader-member exchange(Z = -.59, p = .55) maupun skor perilaku kerja inovatif (Z = -.14, p = .89) pada karyawandi PT X dengan skor sebelumnya. Penelitian mendatang diharapkan dapatmempertimbangkan durasi waktu pemberian intervensi beserta rentang waktupemantauan sehingga intervensi yang diberikan akan lebih optimal

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ABSTRACTInnovative work behavior is one of the important factors that can influence thesustainability of an organization in the midst of competition in the industrial world.Therefore, to be able optimizing it, one thing that needs to be done is having deepunderstanding about the factors that can influence innovative work behavior, one of itsfactors is Leader-Member Exchange (LMX). The aims of this study were to examinethe influence of Leader-Member Exchange on innovative work behavior and see theeffectiveness of N-Hancing Leader Member Relationship intervention which isexpected to optimize leader-member exchange and innovative work behavior ofemployees at PT X. Before-after study design was used and the participants of thisstudy were 35 PT Xs employees who placed on Plant Z. The survey results usingLMX-MDM questionnaire and innovative work behavior scale show that leadermemberexchange significantly influenced the innovative work behavior of employeesat Plant Z, PT X (F (1,33) = 4.56, p = .04, R2 = .12). Furthermore, the interventionprogram called N-Hancing Leader Member Relationship consists of lead their shiptraining along with one on one conversation and leader-member work activitiesassignments was implemented for 10 leaders who were at Plant Z, PT X for four weeks.The results of the effectiveness of intervention measures conducted on 10 subordinateswhose leaders were participants in the intervention showed that there were nosignificant changes for leader-member exchange scores (Z = -.59, p = .55) andinnovative work behavior scores (Z = -. 14, p = .89) to employees at PT X with theprevious score. Future research is expected to be able to consider the duration of theintervention time and the monitoring time span so that the intervention provided willbe more optimal"