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Abstrak :
Skripsi ini membahas mengenai model superleadership Dahlan Iskan yang diterapkan semasa kepemimpinan di PT Perusahaan Listrik Negara yang berorientasi pada pemberdayaan pegawai dan perubahan BUMN tersebut. Teori utama yang digunakan adalah teori Superleadership dari Charles C. Manz dan Henry P. Sims Jr . Penelitian ini dilakukan dengan menggunakan pendekatan pos positivis dengan teknik pengumpulan data kualitatif, melalui wawancara mendalam sebagai data primer dan biografi sebagai data sekunder. Hasil penelitian menunjukan bahwa Dahlan Iskan mampu memicu self-leadership dalam setiap jenjang seperti yang dijelaskan dalam teori Superleadership, yaitu memimpin individu untuk memimpin diri sendiri, memimpin tim untuk self leadership, memimpin budaya organisasi untuk self-leadership. Upaya yang dilakukan dengan mencontohkan perilaku kepemimpinan yang memberdayakan pegawai, dan tim kerja seperti membangun antusiasme, membangun kepercayaan pada generasi muda untuk memimpin, konsisten menerapkan perilaku kepemimpinan postif lainnya hingga menciptakan budaya organisasi. ...... A Thesis discusses about Dahlan Iskans Superleadership Model that was applied during his leadership in PT Perusahaan Listrik Negara which oriented to empowerment of employee and change that BUMN. Charles C. Manz and Henry P. Sims Jr. Superleadership theories used as the main theory. This research uses post positivist approach with qualitative data collecting technique, through indepth interview as a primer data and biography as the sekunder data. The result from the research shows that Dahlan Iskan could triggering self-leadership in each stage such the explanation of leadership theory before, namely individual leadership to lead themself, lead a team to self-leadership, lead organizationanl culture to self-leadership. The efforts made by practicing leadership behavior that empower employee and team, such as build enthusiasm, build trust young generation to lead, and consistently apply another positive leadership behaviors, to create a culture of the organization.

Abstrak :
[ ABSTRAK
Tujuan dari penelitian ini adalah melihat pengaruh gaya kepemimpinan change leadership dan kepercayaan pada pemimpin terhadap komitmen perubahan pada karyawan. Penelitian ini dilakukan di PT. DEF, sebuah perusahaan distribusi farmasi milik swasta di Jakarta. Kuesioner yang digunakan dengan mengadaptasi 3 alat ukur, yaitu: Commitment to Change Inventory (Herscovitch & Meyer, 2002), Change Leadership 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 antara change leadership (r=0,323, p<0,01) dan kepercayaan pada pemimpin (r=0,277, p<0,01) dengan komitmen perubahan. Melalui analisa regresi berganda menggunakan teknik hirarkikal, ditemukan kepercayaan pada pemimpin menjadi prediktor yang signifikan (b = 0,155, SE = 0,048, p < 0.01) dan change leadership memiliki kontribusi unik terhadap komitmen perubahan (b = 0,128, SE = 0,056, p < 0.01) daripada variabel kepercayaan pada pemimpin (b = 0,069, SE = 0,060, p > 0.01). Hasil penelitian ini berkontribusi pada pelaksanaan perubahan organisasi, karena organisasi dapat memahami variabel yang lebih memprediksi komitmen perubahan sehingga dapat melaksanakan 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.]