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"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 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."