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"Penelitian ini bertujuan untuk mengetahui pengaruh komunikasi tentang perubahan terhadap komitmen pegawai untuk menjalankan Reformasi Birokrasi. Penelitian dilakukan terhadap pegawai Setjen Kemdikbud, dengan jumlah sampel sebanyak 245 dan metode survei kuesioner. Komunikasi perubahan diukur dengan kuesioner Organizational Member?s Support for Organizational Change (OMSOC) yang merupakan pengembangan dari Communication and Organizational Change Questionnaire (Gravenhorst, Elving, dan Werkman, 2005). Komitmen pegawai terhadap perubahan diukur dengan tiga komponen model komitmen perubahan yang dikembangkan oleh Herscovitch dan Meyer (2002). Data dianalisis dengan analisis deskriptif, regresi dan General Linear Model.Hasil penelitian menunjukkan bahwa komunikasi perubahan berpengaruh positif terhadap komitmen pegawai dalam pelaksanaan Reformasi Birokrasi, juga terhadap affective commitment to change. Hasil lain dari penelitian menunjukkan bahwa komitmen terhadap Reformasi Birokrasi dipengaruhi secara positif oleh aspek necessity of the change dan role of management. Sedangkan affective commitment to change dipengaruhi secara positif oleh tiga aspek, yakni necessity of the change, role of management, dan role of supervisor. Satu-satunya aspek yang berpengaruh positif terhadap normative commitment to change adalah necessity of the change. Tidak ditemukan adanya faktor yang berpengaruh terhadap dimensi continuance commiment to change. Selain pengaruh positif, hasil penelitian juga menunjukkan adanya pengaruh negatif, yakni pengaruh aspek communication about the change terhadap komitmen perubahan, affective commitment to change, dan normative commitment to change. ......The purpose of this research is to find out the influence of change related communication on employee commitment to change in the bureucracy reformation process. The research was held in Secretariate General of the Ministry of Education and Culture (Setjen Kemdikbud) with 245 sample, using survey questionnaire method. Organizational Member?s Support for Organizational Change (OMSOC) questionnaire as the development of Communication and Organizational Change Questionnaire (Gravenhorst, Elving, dan Werkman, 2005) used to measure change related communication. The three component model of employee commitment to change (Herscovitch and Meyer, 2002) used to measure employee commitment to change. Data was analyzed using descriptive analysis, regression analysis, and General Linear Model.The result showed that change related communication positively impact on commitment to bureucracy reformation, as well as on affective commitment to change. Other result showed that commitment to bureucracy reformation was positively influenced by two aspects, namely necessity of the change and role of management. Affective commitment to change was positively influenced by three aspects, namely necessity of the change, role of management, and role of supervisor. Necessity of the change was the only factor that positively influence on normative commitment to change, whereas the research found no significant influence on continuance commitment to change. The result also showed that the aspect communication about the change has negative influence on employee commitment to change, affective commitment to change, and normative commitment to change."

"Di tengah era digitalisasi dan persaingan industri global, perilaku kerja inovatif karyawan menjadi kunci dari kesuksesan perusahaan, khususnya perusahaan berbasis digital. Dalam mengimplementasikan ide-ide inovatif, karyawan membutuhkan dukungan dari berbagai pihak, terutama atasan. Dibutuhkan gaya kepemimpinan yang tepat untuk mendukung perilaku kerja inovatif karyawan. Penelitian ini bertujuan untuk melihat hubungan salah satu gaya kepemimpinan, yaitu benevolent leadership dengan perilaku kerja inovatif karyawan.Penelitian ini merupakan penelitian kuantitatif dengan desain korelasional yang menggunakan alat ukur Benevolent Leadership Scale dari Cheng dkk. 2004 dan The Innovatiove Work Behavior Scale dari Janssen 2000. Pearson Product Moment dan Hierarchical Regression digunakan dalam menganalisis hasil penelitian ini.Hasil penelitian terhadap 217 karyawan di perusahaan berbasis digital menunjukkan adanya hubungan yang signifikan dan positif antara benevolent leadership dan perilaku kerja inovatif r 215 = 0.48, p < 0.01 . Lebih lanjut, penelitian ini juga menemukan adanya hubungan antara perilaku kerja inovatif dan beberapa variabel demografis seperti usia dan lama kerja karyawan.......In the midst of digitization era and global industry competition, employees rsquo innovative work behavior is key to the success of a company, especially for digital based company. In order to implement innovative ideas, employees need support from various parties, specifically from their leaders. It takes a certain style of leadership that suitable to support employees rsquo innovative work behavior. This study aims to describe the relationship between one of the leadership styles, that is benevolent leadership, and innovative work behavior.This study is a quantitave research with correlational design using Benevolent Leadership Scale from Cheng et al. 2004 and The Innovative Work Behavior Scale from Janssen 2000. Pearson Product Moment and Hierarchical Regression were used to analyze the result of this study.The results carried out among 217 employees from various digital enterprises showed that there was a positive and significant correlation between benevolent leadership and innovative work behavior r 215 0.48, p 0.01 . Furthermore, this study also showed the relationship between innovative work behavior and some demographic variables, such as age and employees rsquo tenure."