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"Penelitian ini fokus pada hubungan variabel Leader-Member Exchange (LMX) dan Organizational Citizenship Behavior (OCB), serta intervensi terhadap Leader-Member Exchange (LMX) untuk melihat dampaknya pada Organizational Citizenship Behavior (OCB). Sebanyak sepuluh orang karyawan PT X besedia berpartisipasi pada penelitian ini dan mengisi kuesioner yang digunakan pada penelitian ini, yaitu LMX-MDM (1998) dan Organizational Citizenship Behavior Scale (1990). Kuesioner-kuesioner tersebut mengukur perilaku kerja karyawan sebelum dan sesudah pemberian leadership program intervention. Hasil penelitian menggunakan The Wilcoxon Signed Rank Test menunjukkan tidak ada perbedaan nilai yang signifikan, baik LMX dan OCB saat sebelum dan sesudah pemberian program intervensi kepemimpinan (p>0.05). Hasil ini disebabkan beberapa faktor antara lain lack of time dalam proses transfer of learning, belum optimalnya peran controller dalam proses implementasi hasil pembelajaran, dan beberapa hal lainnya yang akan dibahas pada bagian diskusi.

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This research focused on the relationship between Leader-Member Exchange (LMX) and Organizational Citizenship Behavior (OCB), along with intervention on Leader-Member Exchange and its impacts on Organizational Citizenship Behavior (OCB). Ten employees of PT X agreed to participate in this study and filled in LMX-MDM Scale (1998) and Organizational Citizenship Behavior Scale (1990). Those questionnaires measured employees’ work behaviors before and after a leadership intervention program.

The Wilcoxon Signed Rank Test results showed that there was no significant difference in Leader-Member Exchange and Organizational Citizenship Behavior before and after intervention (p>0.05). These results were caused by several factors including lack of time in the transfer of learning process, the role of the controller was less involved during implementation process of learning outcomes, and several other things that will be discussed in the discussion section."

"Penelitian ini memiliki tujuan untuk mengetahui pengaruh efek ethical leadership terhadap organizational cynicism dari karyawan perusahaan e-commerce di Jabodetabek. Penelitian ini menguji mekanisme variabel leader-member exchange dan organizational identification sebagai variabel mediasi dengan menggunakan pendekatan structural equation modelling (SEM) dari data yang didapatkan melalui survei cross-sectional dari 195 responden. Hasil penelitian ini menunjukkan bahwa ethical leadership tidak berpengaruh negatif terhadap organizational cynicism yang dirasakan oleh karyawan perusahaan e-commerce di Jabodetabek. Selain itu, leader-member exchange dan organizational identification tidak memediasi hubungan antara ethical leadership dan organizational cynicism secara parsial. Penelitian ini berkontribusi terhadap pengembangan teori pada variabel penelitian ini yaitu ethical leadership, leader-member exchange, organizational identification, dan organizational cynicism. Selain itu, penelitian ini juga berkontribusi terhadap implikasi manajerial yang dapat diterapkan diterapkan oleh organisasi terkait dengan konsep ethical leadership, leader-member exchange, organizational identification, dan organizational cynicism.

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This study aims to see the effect of ethical leadership on organizational cynicism of employees of e-commerce companies in Greater Jakarta (Jabodetabek). This study examines the mechanism of the variable leader-member exchange and organizational identification as a mediating variable using a structural equation modeling (SEM) approach from data obtained through a cross-sectional survey of 195 respondents. The results of this study indicate that ethical leadership does not affect organizational cynicism perceived by employees of e-commerce companies in Greater Jakarta negatively. In addition, leader-member exchange and organizational identification did not partially mediate the relationship between ethical leadership and organizational cynicism. This study contributes to the development of theory on the variables of this study, namely ethical leadership, leader-member exchange, organizational identification, and organizational cynicism. Furthermore, this study also contributes to managerial implications that can be applied by organizations related to the concept of ethical leadership, leader-member exchange, organizational identification, and organizational cynicism."

"Penelitian ini bertujuan untuk mengetahui peran mediasi psychological capital dan job satisfaction pada pengaruh leader-member exchange terhadap organizational citizenship behavior, yang merupakan salah satu ciri dari sumber daya manusia yang dibutuhkan perusahaan, termasuk swasta dan BUMN, untuk mencapai tujuan dan kelangsungan perusahaan di era ekonomi disruptif dan MEA. Penelitian ini termasuk penelitian kuantitatif. Data penelitian didapatkan melalui kuesioner online yang diisi oleh 193 karyawan swasta dan BUMN di Jakarta dan kemudian diolah dengan menggunakan metode Structural Equation Modeling (SEM). Hasil penelitian menunjukkan bahwa leader-member exchange tidak memiliki pengaruh langsung yang positif terhadap organizational citizenship behavior. Meskipun demikian, leader-member exchange akan mempengaruhi organizational citizenship behavior secara positif apabila dimediasi penuh oleh psychological capital atau kepuasan kerja.

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This research aims to determine the mediating role of psychological capital and job satisfaction on leader-member exchange influence in promoting organizational citizenship behavior, which is one of the characteristics of human resources needed by a company, including private and BUMN, to achieve goals and sustainability in disruptive economy and MEA era. Research data was gathered through an online questionnaire filled by 193 private and BUMN employees in Jakarta and then analyzed using Structural Equation Modeling (SEM).

The results showed that leader-member exchange do not have any positive impact on organizational citizenship behavior. However, leader-member exchange will positively affect organizational citizenship behavior if it is fully mediated by psychological capital or job satisfaction."

"Penelitian ini dilakukan untuk melihat apakah terdapat pengaruh dari Leader Member Exchange (LMX) dan Role Stressor (Role Conflict, Role Ambiguity dan Role Overload) terhadap Organizational Citizenship Behavior (OCB) pegawai di lingkungan Kementerian Energi dan Sumber Daya Mineral (KESDM). Penelitian ini adalah penelitian kuantitatif dengan desain survei menggunakan instrumen kuesioner kepada seluruh pegawai (jabatan administrasi dan jabatan fungsional) di seluruh unit di lingkungan KESDM. Teknis analisis data yang digunakan adalah analisis deskriptif dan General Linear Model - Multivariate (GLM-Multivariate) terhadap 177 orang responden. Hasil penelitian menunjukkan bahwa Leader Member Exchange (LMX) berpengaruh positif dan signifikan terhadap 2 dimensi Organizational Citizenship Behavior (OCB) yaitu Organizational Citizenship Behavior - Individual (OCBI) dan Organizational Citizenship Behavior - Organizational (OCBO), sedangkan 3 dimensi dari Role Stressor (Role Conflict, Role Ambiguity, dan Role Overload) berpengaruh negatif dan signifikan terhadap OCBI dan hanya 1 dimensi dari Role Stressor (Role Ambiguity) yang berpengaruh negatif dan signifikan terhadap OCBO pegawai di lingkungan KESDM. Oleh karena itu, untuk dapat meningkatkan tingkat OCB di lingkungan KESDM harus diikuti dengan peningkatan dari tingkat LMX dan mengurangi tingkat role stressor pegawai.

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This study was conducted to analyze the effect of leader member exchange and role stressor (role conflict, role ambiguity dan role overload) on organizational citizenship behavior at Ministry of Energy and Mineral Resources (MEMR).This research is quantitative research design using questionnaire survey approach towards all employees (administration and functional official) at all units in MEMR. The technical analysis methods used in this study are descriptive analysis and General Linear Model ? Multivariate (GLM-Multivariate) towards 177 respondents.

The study found that Leader Member Exchange (LMX) may significant and positively affect 2 dimensions of Organizational Citizenship Behavior (OCB) that is Organizational Citizenship Behavior - Individual (OCBI) and Organizational Citienship Behavior - Organizational (OCBO). And 3 dimensions of Role Stressor (Role Conflict, Role Ambiguity, and Role Overload) may significant and negatively affect servant OCBI and only 1 dimension of Role Stressor (Role Ambiguity) may significant and negatively affect servant OCBO at MEMR.In consequence, to increase the level of servant OCB at MEMR must be followed by an increase of the level of LMX and reduce the level of role stressors servant."

"Berbagai organisasi mengalami tantangan dan perubahan yang begitu cepat, sehingga perlu diimbangi dengan mengoptimalkan komitmen afektif organisasi (KAO) dari para karyawan. Peneliti berargumen bahwa LMX berpengaruh terhadap KAO. Dengan kata lain, semakin baik LMX akan semakin tinggi pula KAO yang dirasakannya. Tujuan penelitian ini adalah membuktikan pengaruh LMX terhadap KAO dan membuktikan efektivitas intervensi berupa program pengembangan kepemimpinan dalam meningkatkan kualitas hubungan atasan-bawahan, yang terdiri dari pelatihan, one-on-one conversation, dan dilengkapi dengan leader-member work activities. Peneliti berargumen bahwa program intervensi tersebut dapat meningkatkan LMX yang nantinya akan berdampak pada meningkatnya KAO. Sebanyak 35 karyawan Plant C PT X berpartisipasi dalam penelitian ini. Selain itu, terdapat sepuluh orang leader Plant C PT X berpartisipasi dalam program intervensi. Desain Pre-test/Post-test digunakan dalam penelitian ini untuk mengukur efektivitas dari intervensi yang diberikan. Hasil dari penelitian ini menunjukkan bahwa LMX berpengaruh secara signifikan terhadap KAO (β = 0,48; R2 = 0,23; p = 0,00). Sementara itu, intervensi yang diberikan belum dapat meningkatkan kualitas hubungan atasan-bawahan secara berarti sehingga peneliti menyarankan perusahaan untuk mengimplementasi one-on-one conversation secara kontinu, mengalokasikan waktu yang lebih terstruktur dan rutin, dan mengevaluasi serta mengoptimalkan program-program interaktif yang sudah ada sebelumnya.

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Many organizations experienced challenges and rapid changes. It is requires the optimation of affective organizational commitment (AOC) among employees in the organization. It is argued that the quality of leader-member relationship (LMX) influenced AOC. The better the relationship quality, the AOC will also increased.

This study aims to investigate that LMX can predict affective commitment, and also looks into the effectiveness of the leadership development intervention program which consisted of training, one-on-one conversation, and supplemented by leader-member work activities, in improving the relationship. It is argued that the intervention program can improve both the LMX and AOC. Thirty-five employees of Plant C, PT X participated in this study. Additional 10 employees then joined the intervention. Pre-test/post-test research design was used to measure the effectiveness of the intervention.

The result of this study showed that there was a significant influence from the LMX to AOC (β = 0,48; R2 = 0,23; p = 0,00). However, the intervention cannot be used to improve the relationship. Based on the result, there are some suggestion for the organization, such as the continuous implementation of the one-on-one conversation, allocating a better structure of time for the leaders, also both evaluate and optimize some existed interactive programs."

"Penelitian ini bertujuan untuk melihat peningkatan leader member exchange (LMX) terhadap keterlibatan kerja melalui intervensi program kepemimpinan di plant PT X. Penelitian ini menggunakan desain before-after dan terdiri dari studi awal, intervensi, dan studi lanjutan. Partisipan dalam studi intervensi merupakan pimpinan dan dalam studi awal serta lanjutan merupakan bawahan. Peneliti menggunakan alat ukur LMX MDM untuk mengukur leader member exchange dan UWES-9 untuk mengukur keterlibatan kerja. Hasil survei awal menunjukkan terdapat pengaruh yang signifikan antara leader member exchange dan keterlibatan kerja pada karyawan di plant PT X (β = 0,40; r2 = 0,16; p = 0,02). Peneliti melakukan intervensi program kepemimpinan untuk meningkatkan skor leader member exchange yang harapannya juga dapat meningkatkan skor keterlibatan kerja.Hasil intervensi menunjukkan, terdapat peningkatan pengetahuan setelah partisipan mengikuti pelatihan kepemimpinan. Namun, partisipan belum secara konsisten menerapkan tingkah laku yang dapat meningkatkan kualitas hubungan atasan bawahan. Hasil studi lanjut setelah intervensi, menunjukkan tidak terdapat peningkatan skor leader member exchange dan keterlibatan kerja. Dengan demikian, maka diusulkan saran untuk dapat mengoptimalkan hubungan atasan bawahan di plant PT X antara lain, menjadikan one on one conversation sebagai kegiatan rutin, pemberian umpan balik konstruktif sesuai pedoman, membangun hubungan berlandaskan rasa saling percaya, dukung, dan dapat saling mengandalkan serta apresiasi kepada tim yang konsisten menerapkan kegiatan yang dapat mengoptimalkan kualitas hubungan dalam tim.

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This study aims to investigate an increase in the relationship between LMX to work engagement through leadership intervention programs at plant PT X. This study used a before-after design and consisted of three stages, namely initial study, intervention, and further study. Participants in the intervention study were leaders and participants in the initial and follow-up studies were subordinates. Researchers used the LMX to measure the leader member exchange and UWES-9 to measure work engagement. Preliminary survei results showed that there was a significant effect between the leader member exchange and work engagement on employees at plant PT X ( β = 0,40; r2 = 0,16; p = 0,02). The researcher conducted a leadership intervention program to increase the score of leader member exchange which are expected to also increase the score of work engagement.The results of the intervention showed that there was an increase in knowledge after participants took part in the leadership training but participants had not consistently applied behavior that could improve the quality of subordinate supervisors' relationships. The results of further studies showed that there was no increase in LMX and work engagement scores between before and after the implementation of leadership intervention. Thus, suggestions for optimizing LMX in the plant PT X include making one on one conversation a routine activity, providing constructive feedback according to guidelines, building relationships based on mutual trust, support, and mutual dependence and appreciation to teams that consistently implement activities that can optimize the quality of relationships within the team."

"Penelitian ini dilakukan untuk melihat efektivitas program pelatihan kepemimpinan LMX untuk meningkatkan keefektifan tim pada pelaut di PT. X. Penelitian ini menggunakan tipe penelitian applied research dengan jumlah partisipan penelitian sebanyak 56 pelaut di PT. X. Alat ukur yang digunakan dalam penelitian ini adalah adaptasi alat ukur five functional team 5FT Lencioni, 2005 dengan nilai koefisien alpha ? sebesar 0.838 dan alat ukur leader-member exchange multidimentionality measurement LMX-MDM Liden Maslyn, 1998 dengan nilai koefisien alpha ? sebesar 0.794. Peneliti menggunakan uji korelasi Pearson untuk mengetahui hubungan antara kedua variabel tersebut dan uji paired sample t-test untuk melihat perbedaan signifikansi dari skor pre test dan post test materi intervensi yang diberikan. Hasil menunjukkan bahwa terdapat hubungan positif yang signifikan antara leader-member exchange dengan keefektifan tim r = 0.57, p < 0.05, signifikan . Hal tersebut menunjukkan bahwa dengan semakin meningkatnya leader-member exchange para pelaut maka keefektifan tim mereka akan semakin tinggi. Selain itu juga terdapat perbedaan skor pre test dan post test materi intervensi yang signifikan t = -3.87, p < 0.05, signifikan sebelum dan sesudah intervensi pelatihan kepemimpinan LMX. Hasil analisis tersebut menunjukkan bahwa pelatihan kepemimpinan LMX dapat meningkatkan pemahaman para pelaut terhadap materi intervensi.

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The study was conducted to see the effectiveness of LMX leadership training programs to enhance team effectiveness of seafarer in PT. X. This study used applied research studies with 56 seafarers as the participants. The research that was used five functional team measurement 5FT Lencioni, 2005 with coefficient alpha score 0.838 and leader member exchange multidimentional measurement LMX MDM Liden Maslyn, 1998 with coefficient alpha score 0.794. The Pearson correlation technique was used to determine the relationship between two variables and the paired sample t test was used to see the significance differences from pre and post test scores of the given intervention materials.

The results showed a significant and positive relationship between leader member exchange and team effectiveness r 0.57, p 0.05, significant. It showed that with increasing leader member exchange so seafarers team effectiveness will be increase. In addition, there were significant differences from pre and post test scores t 3.87, p 0.05, significant of interventions material before and after the intervention of LMX leadership training. The analysis results showed that LMX leadership training can enhance the understanding of the seafarers of the intervention materials."

"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"

"Penelitian ini berfokus untuk melihat perubahan persepsi organizational justice dan kualitas leader-member exchange yang merupakan dampak dari pelaksanaan coaching pada atasan di departemen sales PT X. Penelitian ini menggunakan desain penelitian pre-test/post-test design. Instrumen penelitian menggunakan kuesioner leader-member exchange dengan ? = 0.73 dan kuesioner organizational justice dengan ? = 0.92. Hasil uji regresi terhadap 35 responden menunjukkan bahwa hanya persepsi interactional justice yang menunjukkan pengaruh signifikan terhadap kualitas leader-member exchange. Artinya, leader-member exchange dapat dijelaskan oleh 12.7 varians organizational justice. Berdasarkan hasil uji perbedaan sebelum dan sesudah pemberian coaching pada atasan terdapat perbedaan mean yang signifikan antara skor interactional justice sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Sama halnya pada skor leader-member exchange sebelum dan sesudah intervensi p = 0.01; p < 0.05 . Karenanya, dapat disimpulkan bahwa intervensi coaching pada atasan yang diberikan efektif dalam meningkatkan organizational justice melalui dimensi interactional justice dan leader-member exchange.

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This study focused on looking at changes in organizational justice perceptions and the quality of leader member exchange which is the impact of coaching implementation on the superiors. This research used pre test post test design research. The research instrument used leader member exchange questionnaire 0.73 and an organizational justice questionnaire 0.92 . The regression analysis from 35 respondents showed that only interactional justice perception had significant influence to leader member exchange quality. In view of this, leader member exchange can be explained by 12.7 organizational justice variance. Based on the test results between the difference of before and after coaching on the superiors, there is a significant mean difference between interactional justice score, before and after intervention p 0.01 p."

"Penelitan ini bertujuan untuk mengetahui adanya pengaruh peningkatan kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi di PT LH. Berdasarkan data awal berupa Interview, FGD dan kuesioner diagnosa organisasi (ODQ), menunjukkan bahwa perilaku kewarganegaraan organisasi di PT LH masih perlu ditingkatkan. Kualitas hubungan antara atasan dan bawahan diduga berpengaruh terhadap perilaku kewarganegaraan organisasi. Hal ini dibuktikan dengan mengukur pengaruh kualitas hubungan atasan - bawahan terhadap perilaku kewarganegaraan organisasi. Kualitas hubungan atasanbawahan diukur dengan menggunakan kuesioner LMX-MDM dari Liden & Maslyn (1998) yang telah diadaptasi oleh Radikun (2010). Kuesioner kualitas hubungan atasan-bawahan ini terdiri dari 11 item (α=0,877). Sementara kuesioner perilaku kewarganegaraan organisasi menggunakan kuesioner dari Organ (1988) yang terdiri dari 18 item (α = 0,812). Hasil perhitungan uji regresi pada 40 responden memperoleh hasil R2 =0,117 (p<0,05) yang berarti kualitas hubungan atasan-bawahan mempengaruhi perilaku kewarganegaraan organisasi sebesar 11,7%. Dari keempat dimensi kualitas hubungan atasan-bawahan, dimensi kontribusi yang memiliki sumbangan paling besar terhadap perilaku kewarganegaraan organisasi. Berdasarkan hasil tersebut, maka dilakukan intervensi untuk meningkatkan kualitas hubungan ataan-bawahan, khususnya dimensi kontribusi yang diharapkan dapat meningkatkan perilaku kewarganegaraan organisasi. Intervensi yang dilakukan berupa pelatihan effective coaching kepada para manajer di PT LH.

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This study aims to investigate the effect of improving leader member exchange to organizational citizenship behavior in PT. LH. Based on initial data from Interview, focus group discussions, and organizational Diagnosis Questionnaire (ODQ), the researcher found that organizational citizenship behavior in PT.LH still need improvement. Low quality of the leader member exchange are assumed to affect organizational citizenship behavior. This is evidenced by measuring the effect of leader member exchange to organizational citizenship behavior. Leader-Member Exchange was measured using LMX-MDM from Liden & Maslyn (1998) which has been adapted by Radikun (2010). LMX-MDM is consists of 11 items (α = 0.877). While organizational citizenship behavior measured by using a questionnaire from Organ (1988) which consists of 18 items (α = 0.812). The results of calculations using simple regression from 40 respondents showed R2 = 0.117 (p <0.05), which means the quality of LMX affects organizational citizenship behavior at 11.7%. Among four dimensions of LMX, contribution has the most influence and significant impact on organizational citizenship behavior. Based on these result, the intervention in this study was designed to increase leader member exchange, particularly contribution dimension in other to increase the organizational citizenship behavior of employees. Researcher then implemented effective coaching training towards manager in PT LH."