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"Penelitian ini bertujuan melihat peran pemimpin dan tipe organisasi dalam perkembangan sebuah organisasi koperasi yang dilihat dengan menggunakan tipe organisasi normative-utilitarian menurut Amitai Etzioni. Sebagai suatu organisasi skala kecil, koperasi membutuhkan banyak aspek yang saling mendukung demi keberlangsungannya. Beberapa diantaranya adalah partisipasi anggota, kualitas pengelola dan anggota, aspek modal usaha dan kualitas managerial. Koperasi tidak hanya berperan sebagai organisasi bisnis tetapi juga organisasi sosial tentu saja banyak aspek-aspek sosial yang berperan di samping aspek managerial yang telah disebutkan sebelumnya, yaitu aspek tradisi dan budaya lokal masyarakat, dan modal sosial. Aspek-aspek tersebut telah dikonfirmasi oleh penelitian sebelumnya bahwa memiliki dampak positif pada keberlangsungan sebuah organisasi koperasi. Keberadaan aspek yang telah disebutkan sebelumnya akan kurang maksimal jika pemimpin dari organisasi tersebut tidak berperan aktif dalam keberlanjutan koperasi yang kemudian juga didukung dengan tipe organisasi yang tepat. Berdasarkan temuan penelitian yaitu pemimpin yang mendorong karyawannya untuk terus berkembang dan juga tipe organisasi yang dibentuk oleh pemimpin merujuk pada tipe organisasi normative-utilitarian sangat efektif untuk diterapkan di organisasi koperasi. Pemimpin yang menerapkan pengendalian dan penghargaan pada karyawan yang merujuk pada tipe organisasi normative- utilitarian berpotensi untuk dapat menrtabilkan kebutuhan organisasi dan juga kebutuhan karyawan. Penelitian ini dilakukan di Koperasi Kasih Indonesia di daerah Cilincing, Jakarta Utara. Teknik pengambilan data yang digunakan adalah wawancara mendalam dan observasi. Dalam melakukan wawancara mendalam, peneliti memilih informan dengan teknik purposive sampling.

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Abstract This study examines the role of the leader and the type of organization in the development of a union organization that is viewed by using normative-utilitarian type of organization according to Amitai Etzioni. As a small-scale organization, unions need a lot of aspects of mutual support towards continuity. Some of them are members of participation, quality managers and members, aspects of venture capital and managerial qualities. Unions not only act as a business organization but also the social organization, of course many social aspects that play a role in addition to the managerial aspect previously mentioned, the traditions and cultural aspects of the local community, and social capital. These aspects have been confirmed by previous studies that have a positive impact on the sustainability of a union organization. Based on research findings that leaders who encourage their employees to continue to grow and also the type of organization that was formed by leaders refer to the normative-utilitarian type of organization is very effective for application in the union organization. Leaders who implement the control and rewards to employees who refer to the normative-utilitarian type of organization have the potential to be able to stabilize the organization's needs and also the needs of employees. This research was conducted in Koperasi Kasih Indonesia in the area Cilincing, North Jakarta. Data collection techniques used are in-depth interviews and observation. In conducting in-depth interviews, the researchers chose the informant by purposive sampling technique."

"[ ABSTRAKTujuan dari penelitian ini adalah melihat pengaruh gaya kepemimpinan changeleadership dan kepercayaan pada pemimpin terhadap komitmen perubahan padakaryawan. Penelitian ini dilakukan di PT. DEF, sebuah perusahaan distribusi farmasimilik swasta di Jakarta. Kuesioner yang digunakan dengan mengadaptasi 3 alat ukur,yaitu: Commitment to Change Inventory (Herscovitch & Meyer, 2002), ChangeLeadership Scale (Liu, 2010), dan Trust in the Leader Inventory (Yang & Mossholder,2010). Ketiga alat ukur ini diterjemahkan ke dalam Bahasa Indonesia. Hasil penelitian(N=129) menunjukkan bahwa terdapat hubungan yang positif dan signifikan antarachange leadership (r=0,323, p<0,01) dan kepercayaan pada pemimpin (r=0,277,p<0,01) dengan komitmen perubahan. Melalui analisa regresi berganda menggunakanteknik hirarkikal, ditemukan kepercayaan pada pemimpin menjadi prediktor yangsignifikan (b = 0,155, SE = 0,048, p < 0.01) dan change leadership memiliki kontribusiunik terhadap komitmen perubahan (b = 0,128, SE = 0,056, p < 0.01) daripada variabelkepercayaan pada pemimpin (b = 0,069, SE = 0,060, p > 0.01). Hasil penelitian iniberkontribusi pada pelaksanaan perubahan organisasi, karena organisasi dapatmemahami variabel yang lebih memprediksi komitmen perubahan sehingga dapatmelaksanakan perubahan organisasi yang lebih efektif.

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ABSTRACTThe purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change.;The purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change., The purpose of this research is to identify the influence of change leadership style and

trust in the leader on employee’s commitment to change. This paper based on the

empirical research about commitment to change in PT. DEF, a privately owned

distribution pharmaceutical firm in Jakarta. Questionnaire in this study was adapted

from 3 measuring instrument: Commitment to Change Inventory (Herscovitch &

Meyer, 2002), Change Leadership Scale (Liu, 2010), and Trust in the Leader Inventory

(Yang & Mossholder, 2010). All measuring intrument is translated into Bahasa

Indonesia. The results (N=129) showed that there is a positive and significant

correlation between change leadership (r=0,323, p<0,01) and trust in the leader

(r=0,277, p<0,01) with commitment to change. Through multiple regression analysis, it

was found that trust in the leader as a significant predictor (b = 0.155, SE = 0,048, p

<0,01) and change leadership became a significant predictor to commitment to change

(b = 0,128, SE = 0,056, p <0,01) above and beyond trust in a leader (b = 0,069, SE =

0,060, p > 0,01). Results of this study contribute to the implementation of

organizational changes, because the organization can understand which variables that

better in predicting commitment to change, \so they can implement a more effective

organizational change.]"