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"Pada penelitian ini dibahas hubungan antara Leaders members exchange (LMX) dan turnover intention dengan procedural dan distributive justice sebagai mediator. Sampel penelitian terdiri dari 107 orang pegawai tetap di Bank ABC Depok. Pengukuran LMX, procedural & distributive justice menggunakan metode self-report dengan reliabilitas yang baik pada pilot study maupun field study, dengan nilai cronbach alfa diatas .75. Hasil penelitian menunjukkan bahwa LMX, Procedural, dan Distributive Justice secara signifikan berkorelasi negatif terhadap turnover intention. Pada penelitian juga didapatkan hasil bahwa LMX secara signifikan berkorelasi secara positif terhadap Procedural maupun Distributive justice. Pada uji mediasi didapatkan hasil bahwa Procedural & Distributive justice ternyata tidak memiliki efek mediasi terhadap hubungan antara LMX dan Turnover intention.

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This research examined the relationship between LMX and turnover intention, mediated by procedural and distributive justice. Sample consisted of 107 full time employees of Bank ABC Depok. Using self-report, the measurements of LMX, procedural, and distributive justice all have good reliability, the cronbach?s alpha values above .75. The results showed that LMX, Procedural and Distributive Justice have negative correlations with turnover intention. This study also found that LMX positively correlated with Procedural and Distributive justice. The theority of mediating effects results distributive and procedural justice not mediating relationship between LMX and turnover intention."

"ABSTRAKPositive leader identity, sebagai sebuah bentuk identitas sosial dalam lingkup organisasi, merupakan kunci dari kepemimpinan yang efektif, karena mampu meningkatkan motivasi untuk memimpin serta kemampuan individu dalam menghadapi stress. Akan tetapi, penelitian empiris mengenai pembentukan positive leader identity masih sangat minim. Penelitian berdesain korelasional ini dilakukan untuk meneliti mekanisme pembentukan positive leader identity melalui adanya leader prototypicality dan leader endorsement, dengan didasari oleh pandangan evaluatif serta mekanisme claiming-granting antara pemimpin dan bawahan dalam menjelaskan proses pembentukan identitas kepemimpinan. Untuk mengatasi common method bias, data penelitian diperoleh dari sumber berbeda: 65 pasang pemimpin dan bawahan di Indonesia dilibatkan sebagai partisipan penelitian. Seluruh alat ukur penelitian menunjukkan konsistensi internal yang baik dengan koefisien reliabilitas sebesar 0,7-0,9. Hasil analisis mediasi berbasis regresi menunjukkan bahwa a tidak terdapat hubungan positif yang signifikan antara leader prototypicality dan positive leader identity serta b leader endorsement bukan merupakan mediator dari hubungan antara keduanya. Dalam hasil analisis, ditemukan pengaruh yang signifikan dari jenis kelamin pemimpin terhadap leader endorsement dan positive leader identity: leader endorsement dan positive leader identity yang dimiliki oleh pemimpin laki-laki lebih tinggi dibanding pemimpin perempuan. Temuan ini menyajikan data empiris baru mengenai pembentukan dan evaluasi identitas sosial sebagai pemimpin dalam lingkup organisasi.

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ABSTRACTAs a form of social identity in organizational context, positive leader identity is a key in effective leadership, for it positively influences motivation to lead and enables one to better cope with stress. However, little empirical research exists regarding the construction of positive leader identity. This current research, aiming to investigate the mechanism underlying the construction of positive leader identity through leader prototypicality and leader endorsement, was therefore conducted, grounded by the evaluative perspective and claiming granting mechanism between leader and followers. The data needed was obtained from two different sources in order to reduce common method bias 65 pairs of leader and follower in Indonesia were involved in a cross sectional study. All measures hold a relatively good internal consistency, with the reliability coefficients ranging from 0,7 0,9. Regression based mediation analysis shows that a leader prototypicality is not a significant predictor of positive leader identity and b there is no significant indirect effect of leader endorsement in the relationship between leader prototypicality and positive leader identity. In return, we found a strong influence of leader gender on both leader endorsement and positive leader identity male leaders received higher endorsement and had higher positive leader identity than female leaders. These findings provide new empirical evidence concerning the construction and evaluation of social identity as a leader in organizational setting."

"ABSTRAKBenevolence value, yang berfokus pada kesejahteraan orang-orang terdekat dalaminteraksi sehari-hari, merupakan salah satu prediktor efektivitas pemimpin yangkuat. Namun, mekanisme bagaimana benevolence value memengaruhi efektivitaspemimpin masih belum cukup jelas. Sejumlah studi mengindikasikan bahwabenevolence value berhubungan secara langsung dengan efektivitas pemimpin.Meskipun demikian, riset terdahulu lainnya menunjukkan potensi leader-memberexchange (LMX) sebagai mediator hubungan antara benevolence value danefektivitas pemimpin. Penelitian ini bertujuan untuk menguji apakah LMXmemediasi hubungan antara benevolence value dan efektivitas pemimpin.Benevolence value penting diteliti khususnya pada pemimpin di Indonesia, yangkental dengan budaya kolektivisme, karena dengan kualitas benevolence value,pemimpin dapat membentuk dan menjalin hubungan yang hangat denganbawahannya. Untuk menghindari common method bias, penelitian ini memerolehdata variabel dari dua sumber responden yang berbeda (pemimpin dan bawahan).Data diperoleh dari 131 pasang responden di industri perhotelan di Bali. Seluruhalat ukur yang digunakan merupakan hasil adaptasi dari alat ukur sebelumnyadengan reliabilitas antara 0,78-0,95. Hasil analisis regresi menggunakanPROCESS mengungkapkan bahwa LMX memediasi penuh hubungan antarabenevolence value dan efektivitas pemimpin, menunjukkan bahwa pengaruh daribenevolence value akan terlihat apabila bawahan memersepsi adanya kualitashubungan yang baik dengan pemimpinnya. Implikasi dari hasil penelitian inididiskusikan lebih lanjut.

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ABSTRACTBenevolence value, which focuses on the welfare of close others in everydayinteraction, is a powerful source of leader effectiveness. However, the mechanismof how benevolence value influences leader effectiveness is still unclear. Somestudies have indicated that benevolence value directly affect leader effectiveness,while other scholars argue for the potential of leader-member exchange (LMX) asa mediator of the relationship between benevolence value and leadereffectiveness. This current research aims to investigate whether LMX mediatesthe relationship between benevolence value and leader effectiveness. Benevolencevalue is especially important in Indonesia, which characterized by highcollectivism, because it intends to build and maintain a warm relationship withsubordinates. To limit common method bias, we used two different sources ofdata (leader and subordinate) for the variables. Data was collected from 131 pairsof respondents in hotel industries in Bali. All scales were adapted from previouslyused scale, and the reliability scores are ranging from .78 to .95, suggesting verygood scales. Using the regression analysis with PROCESS, results reveal that therelationship between benevolence value and leader effectiveness is fully mediatedby LMX, suggesting that the impact of benevolence value may only occur ifsubordinate perceive and feel a good relationship with their leaders. Theimplications of these results are discussed."

"Hasil penelitian sebelumnya menunjukkan koefisien korelasi yang cenderung lemah antara leader-member exchange dan kreativitas, yang mengindikasikan adanya variabel lain yang menghubungkan keduanya. Dengan menggunakan teori pertukaran sosial, penelitian ini bertujuan untuk melihat peran rasa tanggung jawab untuk berubah sebagai mediator pada hubungan antara leader-member exchange dan kreativitas karyawan. Data dikumpulkan dari sampel 239 karyawan dan 24 data dari supervisor yang bekerja di divisi marketing dari berbagai jenis organisasi (perbankan, manufaktur, dan fasilitas layanan) di Indonesia. Pengambilan data dilakukan dengan self-report untuk variabel prediktor dan mediator, dan supervisor rating untuk variabel outcome. Data dianalisis menggunakan teknik mediasi sederhana dari macro PROCESS milik Hayes pada SPSS. Hasil penelitian menunjukkan bahwa rasa tanggung jawab yang untuk berubah secara signifikan memediasi hubungan antara leader-member exchange dan kreativitas karyawan. Hasil penelitian ini menunjukkan pentingnya bagi atasan untuk dapat meningkatkan kualitas hubungan dengan karyawan sehingga karyawan memiliki rasa tanggung jawab untuk berubah yang akhirnya dapat meningkatkan kreativitas karyawan.

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Previous research showed relatively small to moderate correlation coefficients between leadermember exchange and employee creativity which indicated an underlying mechanism to occur between the variables. By using social exchange theory, this research aimed to examine the role of responsibility to change as a mediator in the relationship between leader-member exchange and employee creativity. The data is collected from dyads of 239 employees and 24 supervisors working in marketing division from various organizations (banking, manufacture, and service facilities) in Indonesia. The predictor and mediator data were collected using self-resport survey, and the outcome variable was collected using supervisor-rate survey. The data were analyzed using simple mediation model of Hayes' PROCESS macro in SPSS software. The result of the research showed the feeling of responsibility to change significantly mediated the relationship between leader-member exchange and employees creativity. Results of this study indicated the importance of supervisors to improve the quality of relationships with their employees so that employees feel responsible for change in which ultimately improve their creativity."

"ABSTRAKPositive leader identity merupakan salah satu konsep diri yang penting untuk dimiliki seorang pemimpin. Berdasarkan perspektif teoritis claiming mengakui identitas diri sebagai pemimpin dan granting mengakui identitas orang lain sebagai pemimpin, penelitian ini bertujuan untuk melihat apakah implicit leadership theories memediasi hubungan antara leadership self-efficacy dan positive leader identity. Data diperoleh melalui 65 pasangan pemimpin dan bawahan pada perusahaan makanan dan minuman di Indonesia. Pengukuran dilakukan menggunakan alat ukur leadership self-efficacy perception scale, implicit leadership theories scale, dan collective self-esteem scale.Hasil analisis regresi lanjutan pada penelitian ini menunjukkan bahwa implicit leadership theories tidak memediasi hubungan antara leadership self-efficacy dan positive leader identity. Hasil ini memiliki implikasi bahwa granting yang diberikan bawahan kepada pemimpinnya untuk membentuk claiming dari pemimpin terhadap positive leader identity, tidak didasarkan pada penilaian dengan membandingkan sosok pemimpinnya dengan karakteristik pemimpin yang ideal.

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ABSTRACTPositive leader identity is one of the most important self concept to be possessed by a leader, based on the theoretic perspective of claiming acknow ledging one identity as leader and granting acknow ledging others identity as leader, this research was trying to see, is implicit leadership theories mediate the relationship between leadership self efficacy and positive leader identity. Data was collected from 65 pairs of leader rsquo's and follower in food and beverages company in Indonesia. Scales used by this research is leadership self efficacy perception scale, implicit leadership theories scale, and collective self esteem scale. Result from the regression analysis shows that implicit leadership theories does not mediate the relationship between leadership self efficacy and positive leader identity. This result indicate that granting that was given by followers to their leader rsquo s in order to form their claiming on positive leader identity, does not fully based on the evaluation by comparing their current leader with ideal leader characteristics."

"Penelitian ini bertujuan untuk menguji peran leader member exchange sebagai mediator antara conscientiousness dan perilaku berbagi pengetahuan pada guru sekolah menengah atas. Partisipan penelitian adalah guru-guru sekolah menengah atas di wilayah Jabodetabek dengan pengalaman mengajar minimal satu tahun (N=219). Perilaku berbagi pengetahuan diukur dengan Skala Perilaku Berbagi Pengetahuan, conscientiousness dengan NEO-4, serta persepsi kualitas hubungan atasan dan bawahan dengan Leader-Member Exchange Multi-Dimensional (LMX-MDM). Hasil penelitan mendukung model penelitian mengenai peran mediasi dari leader-member exchange dalam hubungan antara conscientiousness dan perilaku berbagi pengetahuan guru. Guru yang rajin, pekerja keras, bertanggung jawab, dapat diandalkan akan mengembangkan kualitas hubungan baik dengan kepala sekolah, sehingga kepala sekolah cenderung memberikan sumber daya dan dukungan yang lebih. Hal tersebut selanjutnya akan mendorong guru untuk berbagi sumber daya, ilmu dan pengetahuan yang ia didapatkan kepada guru lainnya.

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This study aims to examine the role of leader member exchange as a mediator between conscientiousness and knowledge sharing behavior in senior high school teachers. The sample of study were senior high school teachers in the Jabodetabek area with at least one year of teaching experience (N = 219). Knowledge sharing behavior is measured by Knowledge Sharing Behavior Scale, conscientiousness with NEO-4, and leader-member exchange with Leader-Member Exchange Multi-Dimensional Scale (LMX-MDM).

Results support the research model, suggesting that leader-member exchange mediate the relationship between conscientiousness and teachers knowledge sharing behavior. Teachers who are diligent, hard-working, responsible, will develop a high quality LMX with the principal, so that principals tend to provide more resources and support. This will encourage the teacher to share resources and knowledge that they gets to other teachers."

"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."

"Penelitian ini dilakukan untuk mendapatkan gambaran mengenai hubungan antara servant leadership dengan Leader-Member Exchange (LMX) pada komunitas berdasarkan kesamaan minat di Indonesia, dalam hal ini komunitas mobil retro JRF, dan seberapa besar sumbangan masing-masing dimensi servant leadership terhadap LMX. Pengukuran servant leadership menggunakan alat ukur Servant Leadership Scale (SLS) (Barbuto & Wheleer, 2006) dan pengukuran LMX menggunakan alat ukur Indonesian Quality of Work Life Questionnaire (Radikun, 2010). Partisipan dalam penelitian ini berjumlah 35 anggota komunitas. Hasil penelitian ini menunjukkan bahwa terdapat hubungan positif yang signifikan antara servant leadership dan LMX pada komunitas “JRF” (r = 0,798, p < 0.01). Selain itu, dimensi servant leadership yang memberikan kontribusi besar dan signifikan terhadap LMX adalah panggilan altruistis dan pemulihan emosional.

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This research was conducted to find the relationship between servant leadership and leader-member exchange (LMX) among interest based community on Indonesia, in this case on “JRF” retro car community, and how much quality of each servant leadership dimension contributes to quality of LMX. Servant leadership was measured using a modification instrument named Servant Leadership Scale (SLS) (Barbuto & Wheeler, 2006) and LMX was measured using a modification instrument named Indonesian Quality of Work Life Questionnaire (Radikun, 2010). The participants of this research are 35 community members. The main results of this research showed that servant leadership positively and correlated significantly with LMX among “JRF” community (r = 0,798, p < 0,01). Furthermore, the big contribution from dimensions of servant leadership toward LMX was altruistic calling and emotional healing."

"Penelitian ini bertujuan untuk mengetahui pengaruh leader-member exchange pada komitmen terhadap perubahan melalui rasa berdaya psikologis di Kementerian BUMN. Tipe penelitian ini adalah non eksperimental dengan responden sebanyak 100 orang. Alat ukur yang digunakan adalah Commitment to Change Inventory, Leader-Member Exchange - Multidimensional Measures, dan Psychological Empowerment. Metode pengolahan data dalam penelitian ini menggunakan model causal steps dari Baron dan Kenny dan uji bootstrap dari Preacer dan Hayes. Perhitungan uji regresi tahap satu Baron dan Kenny diperoleh hasil t hitung=4.501 (p<0.05) dan nilai B=0.334 yang berarti bahwa leadermember exchange mempengaruhi rasa berdaya psikologis secara signifikan. Perhitungan uji regresi tahap dua diperoleh hasil t hitung=2.812 (p<0.05) dan nilai B sebesar 0.228 yang berarti bahwa leader-member exchange memilki pengaruh yang signifikan pada komitmen terhadap perubahan. Perhitungan uji regresi tahap tiga diperoleh hasil t hitung=0.2463 (p<0.05) dan nilai B=0.264 yang berarti bahwa terdapat pengaruh yang signifikan antara rasa berdaya psikologis dengan komitmen terhadap perubahan. Selanjutnya, berdasarkan hasil uji regresi tahap tiga juga diketahui bahwa pengaruh leader-member exchange pada komitmen terhadap perubahan mengalami perubahan, yang semula signifikan menjadi tidak signifikan. Hal tersebut menjukkan bahwa leader-member ecxchange memiliki pengaruh tidak langsung pada komitmen terhadap perubahan melalui peran variabel rasa berdaya psikologis. Dari hasil uji bootstrap diketahui bahwa pengaruh tidak langsung tersebut signifikan dengan nilai B=0.1061 dan estimasi true indirect effect berkisar antara 0.0220 sampai 0.2820 pada confidence interval 95%. Dengan demikian, dapat disimpulkan bahwa untuk meningkatkan komitmen terhadap perubahan, variabel yang dapat menjadi target intervensi adalah leadermember exchange. Untuk dapat meningkatkan leader-member exchange, dalam penelitian ini diajukan intervensi berupa pelatihan keterampilan coaching pada atasan.

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This study aims to determine the effect of Leader-Member Exchange to commitment to change trough psychological empowerment. The type of this study is non-experimental with the number of participants is 100. Measurement scales that was used in this study were Commitment to Change Inventory, Leader-Member Exchange ? Multidimensional Measures, and Psychological Empowerment. Data was processed using causal steps from Baron and Kenny and bootstrap test from Preacer and Hayes. Baron and Kenny first step calculation using regression showed that t=4.501 (p<0.05) and B=0.334. It means that leadermember exchange is significantly affected psychological empowerment. The second step of calculation showed that t=.812 (p<0.05) and B=0.228, which means that commitment to change is significantly affected by leader-member exchange. In the last step of calculation showed that t=0.2463 (p<0.05) and B=0.264, which means that psychological empowerment significantly affected commitment to change. Furthermore, based on the last step of calculation, it showed that the effect of leader-member exchange to commitment to change is changed, which previously significant become not significant. This indicated that leader-member exchange has indirect effect to commitment to change trough the role of psychological empowerment. Bootstrap test result showed that the indirect effect is significant, with B=0.1061 and true indirect effect estimation in about 0.0220 - 0.2820 at confidence interval 95%. It can be concluded that to increase commitment to change, leader-member exchange should be the targeted variable for interventions. In order to increase the effect of leader-member exchange on commitment to change, it is proposed that intervention in the form of training coaching skills should be conducted to the leader."

"Penelitian ini bertujuan untuk mengetahui pengaruh leader-member exchange quality, job embeddedness, dan organizational identification terhadap turnover intention pada knowledge workers dari generasi milenial Indonesia. Penelitian ini merupakan penelitian kuantitatif yang menggunakan cross-sectional design dan metode purposive sampling dalam proses pengumpulan data primer. Sampel penelitian ini diperoleh dari 206 orang knowledge worker generasi milenial Indonesia (lahir antara 1982-2000) yang memiliki atasan dan pengolahan data dilakukan dengan menggunakan metode Structural Equation Modelling (SEM). Hasil penelitian menunjukkan bahwa leader-member exchange quality memiliki pengaruh positif terhadap job embeddedness, job embeddedness memengaruhi organizational identification secara positif dan turnover intention secara negatif, job embeddedness memediasi hubungan antara leader-member exchange quality dengan organizational identification serta leader-member exchange quality dengan turnover intention, dan organizational identification tidak memengaruhi turnover intention dan tidak memediasi hubungan negatif antara job embeddedness dan turnover intention.Penelitian ini memiliki kontribusi teoritis berupa pengaruh leader-member exchange quality, job embeddedness, dan organizational identification terhadap turnover intention, serta kontribusi praktis berupa bahan pertimbangan untuk pengelolaan turnover intention dari knowledge workers generasi milenial di Indonesia.

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This research aims to discover the effects of leader-member exchange quality, job

embeddedness, and organizational identification on Indonesian millennial knowledge

workers' turnover intention. This research is a quantitative research that utilizes crosssectional

design and purposive sampling method in primary data collection process.

Research sample was obtained from 206 Indonesian millennial knowledge workers (born

between 1982 and 2000) who have direct supervisors at work and the data analysis

process is conducted by using Structural Equation Modelling (SEM) method. Results from this research indicate that leader-member exchange quality affects job embeddedness positively, job embeddedness affects organizational identification positively and turnover intention negatively, job embeddedness mediates the relationship between both leader-member exchange quality and organizational identification alongside leader-member exchange quality and turnover intention, and organizational identification does not affect turnover intention nor mediate the negative relationship between job embeddedness and turnover intention. The theoretical contributions of this

study include insights regarding the effects of leader-member exchange quality, job

embeddedness, and organizational identification on turnover intention, while the

practical contribution is provision of considerable factors in managing turnover intention

of Indonesian millennial knowledge workers."