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"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."

"ABSTRAKTesis ini menganalisis pengaruh public service motivation dan readiness for change terhadap ambidexterity pembimbing haji. Penelitian ini merupakan penelitian kuantitif yang menganalisis melalui dimensi dari variabel dimana ambidexterity memiliki dua dimensi yaitu eksploitasi dan eksplorasi. Sedangkan public service motivation memiliki tiga dimensi yaitu attraction to public policy making, compassion dan self sacrifice. Readiness for change memiliki lima dimensi yaitu change self efficacy, discrepancy, personal valence, organizational valence dan senior leadership support. Penelitian ini dilakukan pada pembimbing haji tahun 2015 yang berjumlah 123. Data yang terkumpul kemudian dianalisisis dengan menggunakan General Linier Model dengan menggunakan SPSS 23. Hasil dari penelitian ini menunjukkan 1 Attraction to public policy making memiliki pengaruh terhadap eksploitasi. Sedangkan compassion dan self sacrifice tidak memiliki pengaruh terhadap eksploitasi. 2 Change Self Efficacy dan Discrepancy memiliki pengaruh terhadap eksploitasi, sementara personal valence, organizational valence dan senior leadership support tidak memiliki pengaruh terhadap eksploitasi 3 Compassion memiliki pengaruh terhadap eksplorasi sementara attraction to public policy making dan self sacrifice tidak memiliki pengaruh terhadap eksplorasi, 4 Change Self Efficacy, discrepancy personal valence, organizational valence memiliki pengaruh terhadap eksplorasi sementara senior leadership support tidak memiliki pengaruh terhadap eksplorasi.

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ABSTRACTThe purpose of this study is to analyze the influence of public service motivation and readiness for change to the ambidexterity by focusing the study on the Hajj guide. This study is a quantitative study that analyze within dimensions from the variable ambidexterity has two dimensions which are exploration and exploitation. While the public service motivation has attraction to public policy making, compassion and self sacrifice and readiness for change has change self efficacy, discrepancy, personal valence, organizational valence dan senior leadership support.This study is distributed among 123 Hajj Guides. The collected data is then analyzed using SPSS 23, using general linear model. The result of the study shown us that 1 Attraction to public policy making has an influenced to the exploitation. However, compassion and self sacrifice have no influenced to the exploration 2 Compassion has an influenced to exploration. However, attraction to public policy making and self sacrifice have no influenced to the exploration 3 Changing self efficacy and discrepancy have an influenced to the exploitation. However personal valence, organizational valence and support senior leadership have no influenced to the exploration 4 Changing self efficacy, discrepancy, personal and organizational value have an influenced to the exploration. However support senior leadership have no influenced to the exploration"

"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)."

"[ABSTRAKEbert & Griffin (2013) mengungkapkan bahwa transformasionalleadership berfokus pada pentingnya memimpin perubahan. Studi Herold et al.(2008) menemukan bahwa transformasional leadership memiliki hubungan yanglebih kuat terhadap Commitment to Change karyawan ketimbang kepemimpinanperubahan (change leadership). Beugre et al. (2006) menyebutkan bahwatransformational leadership tidak sekedar karakter personal pemimpin, namunjuga distimulus oleh lingkungan yang dihadapi organisasi. Sedangkan Studi Nasiret al. (2014) menyebutkan bahwa faktor eksternal mempengaruhi Commitment toChange karyawan. Terkait hal itu, penelitian ini ingin megetahui pengaruhlingkungan perusahaan (task environment) terhadap Commitment to Changekaryawan dan bagaimana peran transformational leadership diantara keduanya.Penelitian ini dilakukan pada PT. KAI Commuter Jabodetabek (PT. KCJ),yaitu anak perusahaan PT. Kereta Api Indonesia yang menyelenggarakanpengusahaan pelayanan jasa angkutan kereta api commuter dengan menggunakansarana kereta rel listrik (KRL) di wilayah Jakarta, Bogor, Depok, Tangerang(Serpong) dan Bekasi. Sebanyak 101 kuisioner dibagikan kepada seluruhkaryawan tetap pada level pelaksana (staff 2 s/d senior supervisor) PT. KCJ yangberkantor di kantor pusat Stasiun Juanda, dan kuisioner yang kembali sebanyak68. Hasil penelitian menunjukkan bahwa transformasional leadership memediasipenuh hubungan tidak langsung antara task environment dengan ketiga dimensiCommitment to Change (Affective, Continuance, dan Normative).

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ABSTRACTEbert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative).;Ebert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative)., Ebert & Griffin (2013) argues that transformational leadership focuses onthe importance of leading change. Study Herold et al. (2008) found thattransformational leadership has a stronger relationship to the Commitment toChange of employees rather than change leadership. Beugre et al. (2006) arguesthat the transformational leadership is not just a personal character of a leader,but also induced by the organisation environment. While a study by Nasir et al.(2014) mentions that the external factors affecting employees Commitment toChange. Correspondingly, this study aims to examine the relationship betweentask environment and Commitment to Change of employees and the role oftransformational leadership as a mediator.This study was conducted at PT. KAI Commuter Jabodetabek (PT. KCJ), asubsidiary of PT. Kereta Api Indonesia which organize the operation of urbanrailway services by electric train in Jakarta, Bogor, Depok, Tangerang (Serpong)and Bekasi. Total 101 questionnaires were distributed to all permanent employees(implementer level, staff 2 - senior supervisor) of PT. KCJ who are based at thehead office in Juanda Station, and 68questionnaires were returned. Results showthat transformational leadership fully mediates indirect relationship between taskenvironment andall dimension of Commitment to Change (Affective, continuanceand Normative).]"

"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."

"Pada tahun 2019 (Covid-19) mendistrupsi sebagian besar bisnis termasuk sektor konstruksi dan infrastruktur. Perusahaan di sektor ini harus berjuang mulai dari kurangnya dana dari investor, protokol kesehatan yang berubah-ubah sehingga menyebabkan waktu yang lebih lama dan biaya yang lebih tinggi untuk menyelesaikan proyek konstruksi. Pentingnya studi untuk menemukan cara menumbuhkan resiliensi pada manusia menjadi penting terutama saat era perubahan. Penelitian ini bertujuan untuk mengeksplorasi hubungan antara kepemimpinan transformasional dengan kesiapan individu untuk berubah dan resiliensi dengan psychological empowerment sebagai mediator. Metode yang digunakan dalam penelitian ini adalah structural equation modeling (SEM) dengan jumlah responden 278 pegawai pada sektor konstruksi dan infrastruktur.. Temuan dalam penelitian ini menunjukkan tidak ada hubungan langsung melalui kepemimpinan transformasional ke resiliensi maupun individual readiness for change. Psychological empowerment memiliki hubungan signifikan dan positif secara langsung kepada individual readiness for change dan resiliensi maupun memediasi hubungan kepemimpinan transformasional terhadap individual readiness for change dan resiliensi. Organisasi perlu mempertimbangkan menumbuhkan psychological empowerment agar mampu meningkatkan resiliensi dan individual readiness for change agar perusahaan dapat menghadapi tantangan di masa depan.

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In 2019 Covid-19 disrupt most of business including construction and infrastructure sector. Companies in this sector must struggle through lack of funds from investors and health protocol that led to longer time and higher cost to finish construction projects. Research to find how to create resilience people is needed as the crisis still goes on. The aim of this study is to explore the relationship between transformational leadership to individual readiness to change and resilience with psychological empowerment as mediator. The method used in this research is structural equation modelling (SEM) with number of responden 278 from construction and infrastructure sector. The findings in this study show that there is no direct relationship through transformational leadership to resilience or individual readiness for change. Psychological empowerment significantly and positively affect mediates the relationship of transformational leadership to individual readiness for change and resilience. Organizational management needs to consider growing psychological empowerment in order to be able to increase resilience and individual readiness for change to be able to survive in future challenge."

"Penelitian ini bertujuan untuk mengetahui pengaruh transformational leadership terhadap commitment to change dan pengaruh mediasi trust dan employee engagement di organisasi publik. Penelitian dilakukan di instansi X yang sedang mengimplementasikan perubahan struktur organisasi (restrukturisasi). Responden penelitian ini adalah pegawai instansi X dengan posisi staf (nonstruktural) pada kantor Pusat di Jakarta. Structural Equation Modeling (SEM) digunakan untuk menganalisis data dari 247 responden. Hasil penelitian menunjukkan bahwa pengaruh transformational leadership terhadap commitment to change dimediasi oleh trust and employee engagement. Selain itu, transformational leadership memiliki pengaruh langsung yang signifikan tetapi negatif terhadap.

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The aims of this study are to determine the effect of transformational leadership on commitment to change and the mediation effect of trust and employee engagement at the public organization. The research was conducted at institution X that is implementing a change in organization structure (restructuring). The respondents were the employee on a staff position (nonstructural) of institution X at the head office in Jakarta. Structural Equation Modeling (SEM) was used to analyze the data from 247 respondents. The result of the study showed that the effect of transformational leadership on commitment to change mediated by trust and employee engagement. Also, transformational leadership had a significant but negative direct effect on commitment to change."

"Tujuan dari penelitian ini adalah untuk mengetahui pengaruh kepemimpinan transformasional dan efikasi diri dalam perubahan karyawan terhadap komitmen afektif untuk berubah. Responden penelitian ini adalah karyawan yang bekerja di sektor keuangan. Data dianalisis dengan menggunakan regresi hierarki berganda. Hasil penelitian menunjukkan bahwa baik kepemimpinan transformasional ? = 0.188, p = 0.003.

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The objective of this study is to identify the effect of transformational leadership and employees rsquo change self efficacy on affective commitment to change. The respondents of this study were employees who work in finance sector. The data were analyzed using multiple hierarchical regressions. The result showed that both transformational leadership 0.188, p 0.003."

"Dalam lingkungan global, regional maupun lokal yang dinamis, perusahaan harus siap menghadapi tantangan perubahan. Penelitian ini bertujuan untuk memahami hubungan antara budaya organisasi, komitmen organisasi dan kesiapan berubah. Penelitian dilakukan di Kantor Pusat Asuransi Jiwa Bersama (AJB) Bumiputera 1912 pada bulan Agustus sampai September 2014 dengan responden sebanyak 190 karyawan yang terpilih melalui metode purposive sampling. Alat statistik yang digunakan dalam melakukan analisis adalah Uji-t berpasangan dan Structural Equation Modeling (SEM). Hasil pengujian rataan skor orientasi budaya saat ini dengan skor orientasi budaya yang disukai berbeda secara signifikan. Analisis menggunakan SEM menunjukkan bahwa budaya organisasi saat ini memiliki pengaruh positif terhadap komitmen organisasi tetapi berpengaruh secara negatif terhadap kesiapan berubah. Budaya organisasi yang disukai memiliki pengaruh positif terhadap komitmen organisasi dan kesiapan berubah. Komitmen organisasi memiliki pengaruh positif terhadap kesiapan berubah.

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In the dynamic global, regional and local environment, organization should be ready to face the challenge of changes. This research aims to understand the relationship between cultural organization, organizational commitment and readiness to change. The research was conducted at Bumiputera 1912 Mutual Life Insurance Company (MLIC) Head Office in August and September 2014 with 190 respondents selected using purposive sampling method. Paired sample t-test and Structural Equation Modeling (SEM) analysis were employed as statistical tools. The results of this study showed that the mean score between existing cultural orientation and preferred cultural orientation differ significantly. SEM analysis found that the existing organizational culture has positive effect on organizational commitment but negatively affects the readiness to change. Preferred organizational culture has a positive effect both on organizational commitment and readiness to change significantly. Organizational commitment has positive effect on readiness to change."

"Penelitian ini ditujukan untuk mengetahui pengaruh job resources, public service motivation sebagai faktor pendorong affective commitment melalui mediasi work engagement pada pegawai negeri sipil di Lingkungan Kanwil DJP Jakarta Selatan II. Responden penelitian ini adalah pegawai dengan jabatan Pelaksana Lainnya dan Account Representative. Total responden dalam penelitian ini berjumlah 226 orang. Hasil penelitian menunjukkan bahwa job resources dan public service motivation memiliki pengaruh positif dan signifikan kepada affective commitment. Work engagement memediasi pengaruh job resources dan public service motivation terhadap affective commitment.

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This study aims to determine the effect of job resources and public service motivation as a driving factor for affective commitment and the mediating role of work engagement among civil servants in Jakarta Selatan II Regional Tax Office. Respondents of this research are employees by the position "Pelaksana Lainnya" and "Account Representatives". The total respondents in this study were 226 people. The results showed that job resources and public service motivation positively and significantly affected affective commitment. This study finds that work engagement mediates the impact of job resources and public service motivation toward affective commitment."