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"Penelitian ini bertujuan untuk menganalisis pengaruh dari authentic leadership dan corporate culture terhadap employee engagement di PT. BRL. Penelitian ini melakukan studi pengaruh dimensi authentic leadership sesuai dengan Authentic Leadership Inventory yang terdiri dari 4 dimensi, yaitu: self awareness, relational transparency, internalized moral perspective, dan balance processing serta dimensi corporate culture sesuai dengan Denison Organizational Culture Model yang terdiri dari 4 dimensi, yaitu: adaptability, mission, consistency, dan involvement terhadap dimensi Saks Employee Engagement yang terdiri dari 2 dimensi yaitu: job engagement dan organization engagement. Periode observasi yang digunakan pada penelitian ini mulai September 2013 hingga Mei 2014. Pengumpulan data menggunakan kuesioner yang diberikan kepada Karyawan PT. BRL. Hasil dari penelitian ini menunjukkan bahwa semua dimensi authentic leadership dan corporate culture (self awareness, relational transparency, internalized moral perspective, balanced processing, involvement, consistency, adaptability, mission) secara bersama-sama memiliki pengaruh signifikan positif terhadap dimensi job engagement dan organization engagement.

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This study aims to analyze the influence of authentic leadership and corporate culture on employee engagement in PT. BRL. This research is to study the influence of the dimensions of authentic leadership, in accordance with the Authentic Leadership Inventory consisting of four dimensions, namely: selfawareness, relational transparency, internalized moral perspective, and balance processing as well as the dimensions of corporate culture according to The Denison Organizational Culture Models consisting of four dimensions, namely: adaptability, mission, consistency, and involvement on the dimensions of employee engagement by Saks consisting of two dimensions: job engagement and organization engagement. Observation period used in this study are from September 2013 to May 2014. The data was collected using questionnaires given to employees of PT. BRL. The results of this study indicate that all dimensions of authentic leadership and corporate culture (self-awareness, relational transparency, internalized moral perspective, balanced processing, involvement, consistency, adaptability, mission) have a significant positive influence on the dimensions of job engagement and organization engagement."

"Target pemerintah untuk mempercepat penurunan angka kemiskinan hinggal 8% sampai 10 % pada akhir tahun 2014 didukung oleh Putera Sampoerna Foundation (PSF) yang bertransformasi dari yayasan filantrofik menjadi sebuah organisasi bisnis sosial sejak akhir tahun 2010. Dengan transformasi ini, PSF perlu mendorong kinerja karyawan dimana Employee Engagement adalah alat ukur yang sesuai dengan teori Gallup Path digunakan untuk mengukur keterikan emosional karyawan yang akan terealisasi menjadi peningkatan kinerja karyawan tersebut. Terdapat beberapa faktor yang mempengaruhi employee engagement seperti kepemimpinan, komunikasi di dalam organisasi, diri karyawan, kesempatan untuk berkembang, serta reputasi perusahaan itu sendiri. Terdapat dua faktor yang dijadikan penelitian yaitu pengaruh dari atasan yang diwakili dengan dimensi dimensi didalam authentic leadership serta pengaruh dari diri karyawan sendiri yang diwakili oleh dimensi dimensi di dalam emotional intelligence. Dari penelitian sebelumnya ditemukan adanya korelasi positif antara Authentic Leadership dan Emotional Intelligence terhadap Employee Engagement. Penelitian ini dilakukan terhadap 269 responden karyawan PSF. Hasil dari penelitian ini adalah ditemukannya korelasi positif dan signifikan antara dimensi self awareness, relational transparency, Internalized moral perspective dan balanced processing dari Authentic Leadership serta dimensi self management dari Emotional Intelligence secara bersama sama terhadap dimensi management support dalam employee engagement. Pengaruh tertinggi diberikan oleh dimensi internalized moral perspective dari Authentic Leadership.

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The government has put a target to accelerate poverty reduction by 8% to 10% by the end of 2014 and this is supported by Putera Sampoerna Foundation (PSF) which has transformed from the philantrophic foundation to a social business since end of 2010. With this transformation, PSF needs to increase the employee performance where an Employee Engagement is the measuring tool used that based on Gallup Path is used to measure the emotional bonding of the employee which will influence them to enhance their performance.

There are two factors that influence employee engagement such as leadership, communication in an organization, the employee, opportunity to grow and company's reputation. There are two factors that are considered in this research and they are the leadership represented by the dimensions in authentic leadership and employee?s quality represented by the dimensions in emotional intelligence. As a reference, there's a positive correlation measured in previous research between authentic leadership and emotional intelligence towards employee engagement. This study was conducted to 269 respondents from PSF.

The results of this study is the discovery of a positive, together and significant correlation between the dimensions in authentic leadership (self awareness, relational transparency, Internalized moral perspective, balanced processing) together with dimension self management from emotional intelligence towards dimension management support from employee engagement. The most dominant influence came from internalized moral perspective from authentic leadership."

"Penelitian ini dilakukan untuk dapat melihat adanya pengaruh gaya kepemimpinan klasik, transaksional, visioner, dan organik terhadap employee engagement dengan kecerdasan emosional sebagai variabel mediasi di Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi. Responden penelitian ini berjumlah 142 orang pegawai. Metode penelitian yang digunakan adalah metode kuantitatif dengan uji regresi berganda. Sedangkan Alat ukur yang digunakan dalam penelitian ini adalah Jing Scale Leadership Style (2009), Utrech Work Engagement Scale Preliminary Manual Version I oleh Schaufeli dan Bakker (2003), dan Trait Emotional Intelligence Questionnaire-Short Form (TEIQue-SF) oleh Petrides dan Furnham (2006). Hasil penelitian menunjukkan bahwa gaya kepemimpinan visioner dan organik memiliki pengaruh terhadap employee engagement dengan efek mediasi kecerdasan emosional. Sementara tidak terdapat efek mediasi kecerdasan emosional pada pengaruh gaya kepemimpinan klasik dan transaksional terhadap employee engagement.

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This research is conduct to find whether there is impact between leadership style toward employee engagement with emotional intelligence as mediating variable on employees at Ministry of Administrative Reform. The survey involved 142 civil servant.

The research method used multiple regression. The instrument used in the questionnaire are Jing Scale Leadership Style (2009), Utrech Work Engagement Scale Preliminary Manual Version I which is developed by Schaufeli and Bakker (2003), and Trait Emotional Intelligence Questionnaire-Short Form (TEIQue-SF) which is developed by Petrides dan Furnham (2006).

The result showed emotional intelligence is partially mediates the relation between visionary and organic leadership on employee engagement. In the other hand, there is no mediation effect for classical and transactional on employee engagement."

"Pengembangan kepemimpinan keperawatan berdasarkan kecerdasan emosional memungkinkan pemimpin memengaruhi orang lain dalam melakukan pekerjaannya yang sangat penting untuk meningkatkan kualitas keperawatan. Tujuan penelitian ini adalah terbangunnya kepemimpinan keperawatan berdasarkan kecerdasan emosional kepala ruang dan pengaruhnya terhadap perilaku caring perawat pelaksana. Penelitian ini menggunakan pendekatan action research melalui tiga tahapan penelitian yaitu: Tahap 1, identifikasi masalah-masalah pokok yang ada dengan penelitian kualitatif dengan pendekatan fenomenologi. Tahap II, Pengembangan kepemimpinan keperawatan berdasarkan kecerdasan emosional dalam upaya meningkatkan perilaku caring perawat pelaksana. Tahap III, penelitian pengaruh penerapan program kepemimpinan keperawatan berdasarkan kecerdasan emosional kepala ruang terhadap perilaku caring perawat pelaksana dengan desain quasi experiment with control group desain. Metode sampling yang digunakan dalam penelitian tahap III yaitu proporsional random sampling. Hasil tahap I yang terdentifikasi 7 tema. Tahap II dihasilkan model kepemimpinan keperawatan berdasarkan kecerdasaan emosional, tahap III terdapat pengaruh yang bermakna penerapan kepemimpinan keperawatan berdasarkan kecerdasan emosional terhadap perlaku caring perawat pelaksana (P=0,003). ada perbedaan perilaku caring perawat pelaksana kelompok intervensi dan kontrol (P= 0,20). Rekomendasi: perlunya pelatihan bagi kepala ruang untuk implementasi model kepemimpinan keperawatan berdasarkan kecerdasan emosional di rumah sakit.

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Nursing leadership development based on emotional intelligence allows leaders to influence others to do the work that is essential to improving the quality of nursing The purpose of the study was the establishment of the leadership of the ward nurse based on emotional intelligence that could improve nurses caring behavior. This research applied an action research approach through three stages of research, namely: the identification of the key issues using the qualitative research ,the development of leadership based on emotional intelligence of ward nurses in an effort to improve nurses caring behavior and the study on the effect of the applying the leadership program based on the ward nurses emotional intellegence to ward the caring behavior of the nurses as the quasi experiment design compaired to the control group design. The sampling method used in the stage III study that is proportional random sampling. The first stage produced 7 theme. Stage II: produced a model of leadership based on emotional intelligence in an effort to improve nurses caring behavior, Stage III: there is a significant effect of the application of the nursing leadership based on emotional intelligence of the nurses caring behavior (P=0,003). No diference in nurse caring behavior intervention and control group (P=0,200). Recomendations:(1). the need for training for ward nursing for the implementation of the leadership model of nursing based on emotional intelligence (K3E) at the hospital."

"Employee Value Proposition (EVP) merupakan salah satu faktor yang penting dalam menarik minat calon karyawan dan mempertahankan karyawan dalam suatu perusahaan atau organisasi. Sejalan dengan hal tersebut, penelitian ini bertujuan untuk meneliti mengenai dua faktor yang mempengaruhi EVP yaitu kepemimpinan otentik dan budaya organisasi. Penelitian ini dilakukan di Putera Sampoerna Foundation, sebuah organisasi sosial bisnis yang menyediakan bantuan kepada orang-orang yang tidak mampu. Sebanyak tiga ratus sebelas kuesioner disebarkan kepada karyawan dengan jabatan staff, officer, dan manager, kemudian terdapat seratus delapan puluh empat kuesioner yang dapat diolah. Hasil penelitian menunjukkan bahwa dimensi kepemimpinan otentik, self-awareness berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-respect and integrity; dimensi kepemimpinan otentik, relational transparency berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi kepemimpinan otentik, internalized moral perspective berpengaruh positif dan signifikan terhadap supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi kepemimpinan otentik, balanced processing berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, dan senior leadership; dimensi budaya organisasi, involvement berpengaruh positif dan signifikan terhadap dimensi EVP, compensation and bonus, learning and development, dan pay for performance; dimensi budaya organisasi, consistency berpengaruh positif dan signifikan terhadap dimensi EVP day to day work, goals and objectives, dan health benefit; dimensi budaya organisasi, adaptability berpengaruh positif dan signifikan terhadap dimensi EVP, supervisor-performance management dan supervisor-result focus; dimensi budaya organisasi, serta mission berpengaruh positif dan signifikan terhadap dimensi EVP, day to day work, goals and objectives, supervisor-respect and integrity, supervisor-result focus, senior leadership, dan learning and development. Penelitian ini juga membahas tentang implikasi (saran) dan keterbatasan penelitian.

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Employee Value Proposition (EVP) is an important factor to attract the potential employees and retain the qualified employees. Correspondingly, this study was to examine two drivers of EVP. They were authentic leadership and organization culture. This study was conducted at Putera Sampoerna Foundation, a social business organization that mainly provides assistance for under privileged people. Three hundreds and eleven questionnaires were distributed to staffs, officers and managers, and one hundred and eighty four questionnaires were analyzed.

The study found that self-awareness dimension of authentic leadership may positively affect supervisor-respect and integrity dimension of EVP, relational transparency dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, internalized moral perspective dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, balanced processing dimension of authentic leadership may positively affect supervisor-performance management, supervisor-respect and integrity, supervisor-result focus, and senior leadership dimensions of EVP, involvement dimension of organizational culture may positively affect compensation and bonus, learning and development, and pay for performance dimensions of EVP, consistency dimension of organizational culture may positively affect day to day work, goals and objectives, and health benefit dimensions of EVP, adaptability dimension of organizational culture may positively affect supervisor-performance management and supervisor-result focus dimensions of EVP, mission dimension of organizational culture may positively affect day to day work, goals and objectives, supervisor-respect and integrity, supervisor-result focus, senior leadership, and learning and development dimensions of EVP. Implications and limitations of the study were also discussed."

"Penelitian ini bertujuan untuk mengetahui tingkat employee engagement, gaya kepemimpinan, praktik sumber daya manusia, pengaruh gaya kepemimpinan terhadap employee engagement, pengaruh praktik sumber daya manusia terhadap employee engagement, dan pengaruh gaya kepemimpinan terhadap praktik sumber daya manusia di Direktorat Jenderal Kebudayaan (Ditjenbud), Kementerian Pendidikan dan Kebudayaan. Penelitian ini menggunakan Utrecht Work Engagement Scale (UWES) untuk mengukur tingkat employee engagement, Multifactor Leadership Questionnaire (MLQ-Form 5X) untuk mengukur gaya kepemimpinan, dan Uji Praktik SDM yang dikembangkan oleh Delery & Doty untuk mengukur pengembangan karir, kompensasi, keamanan kerja, kerjasama, dan penilaian kinerja. Metode analisis data yang digunakan adalah analisis deskriptif dan general linear model. Hasil penelitian terhadap 151 pegawai menunjukkan bahwa baik tingkat employee engagement, gaya kepemimpinan yang meliputi kepemimpinan transformasional, transaksional, dan Laissez Faire, maupun praktik sumber daya manusia yang diterapkan di Ditjenbud dikategorikan sedang. Hal ini berarti pegawai Ditjenbud cukup memiliki karakter vigor, dedication, dan absorption; kepemimpinan atasan cukup kharismatik, cukup berkuasa, walau kadang menghindari tanggung jawab; serta praktik sumber daya manusia yang belum diterapkan secara maksimal. Penelitian ini juga menunjukkan bahwa ketiga gaya kepemimpinan tersebut tidak berpengaruh terhadap employee engagement maupun terhadap praktik sumber daya manusia. Namun, praktik sumber daya manusia berpengaruh nyata terhadap employee engagement di Ditjenbud.

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The purpose of this research is to find out the employee engagement level, leadership styles, the human resource practices level, the influence of leadership styles on employee engagement, the influence of human resource practices on employee engagament, and the influence of leadership styles on human resource practices in Directorate General of Culture of the Ministry of Education and Culture.

This research utilize the Utrecht Work Engagement Scale (UWES) to measure the employee engagement level, the Multifactor Leadership Questionnaire (MLQ-Form 5X) to measure leadership styles, and Human Resource Practices Test which was developed by Delery & Doty to measure career development, compensation, work security, teamwork, and performance appraisal. Data was analyzed with descriptive analysis method and general linear model.

Result of the research (n=151) showed that the employee engagement level, leadership styles include transformational, transactional, and Laissez Faire leaderships, also human resource practices in Directorate General of Culture are moderate category. They mean that employees of Directorate General of Culture have moderate vigor, dedication, and absorption; their leadership show moderate charismatic, coercive power, however sometimes avoidant; also human resource practices are moderate applied.

This research also found that those three leadership styles have no impact on employee engagement, as well as on human resource practices. However, human resource practices have significantly impact on employee engagement in Directorate General of Culture of the Ministry of Education and Culture."

"It is essential for a manager to know what factors that influence the commitment of employee toward his/her organization, more specifically in the marketing division, because banking service company is dependent on the employees in the marketing division to acquire income for the company through the establishment of company image and satisfaction to its customers.

Previous researches concerning workforce in the sales division in a conceptual way (Johnson, 1987 in Johnson, 1990:333) and empirical research on other type of work (Steers, 1977 in Johnson, 1990:333) said that the employee or individual who is integrated his/herself, identifying and becoming part of the organization that is employing him/her, is a good employee or in other word the employee who has a commitment toward his/her organization tends to have good performance (Mowdays, Steer, Poler, 1979 in Johnson, 1990:334).

As previously delivered, it has been found evidence that there is a close relationship between leadership style and his/her emotional intelligence with the level of commitment of the employee toward the organization. In this research, the writer will research the relationship between the leadership style of the superior, particularly transformational leadership style toward his/hr organization that is mediated by the role of emotional intelligence of the subordinate within the organization of Citibank N.A.

This research is aimed to know how the emotional intelligence of the subordinate has mediated the relationship between transformational and transactional leadership style, and the oommitrnent ofthe subordinate to hisfher organization.

The population of this research is the employees in the sales division of Citibank N.A Jakarta, namely those who are currently holding the position of supervisor. The total number is 197 persons. This number is scattered in several work areas in Jakarta. The level of commitment is measured by applying Organizational Commitment Questionnaire (OCQ). The type of leadership style is measured by applying Multifactor Leadership Questionnaire (MLQ 5X - shortform) as created by Bass and Avolio. And the measuring of emotional intelligence is applying Self-Report Emotional lntetiigence Test (SREIT).

The result of Ending of the writer against the relationship between the transtomiational leadership of the superior with the oommitrnent of the subordinate toward the organization is not consistent with previous Endings (Humpreys et al., 2003:199; Koh et al. 1995:327; Avolio et al., 2004;960). Other Ending is that the emotional intelligence has not played any role in mediating good relationship of leadership style, transformational as well as transactional, with the oommitrnent of the subordinate toward the organization. The hypothetical testing against the role of emotional intelligence in mediating the relationship between the transformational leadership and transactional leadership has not been proven so that this hypothesis is rejected. lt means that the emotionalintelligence of the. subordinate despite having positive and signiticant correlation with the commitment of the employee is unable to become the empowemient of relationship between the leadership style and the employee commitment."

"Penelitian ini dilakukan untuk mengkaji pengaruh servant leadership dan kecerdasan emosional terhadap kualitas kehidupan kerja dengan kepuasan kerja sebagai variabel intervening pada Ditreskrimum Polda Metro Jaya. Sampel Penulisan ini melibatkan 87 anggota polisi yang dipilih secara proporsional (cluster random sampling). Teknis analisis Penulisan menggunakan analisis SEM untuk menguji model hubungan langsung dan tidak langsung dari variabel bebas dan terikat. Hasil Penulisan menunjukan bahwa servant leadership mempengaruhi kepuasan kerja (r=0.465: p<0,00); kecerdasan emosional mempengaruhi kepuasan kerja (r=0,494; p<0,000), servant leadership mempengaruhi kualitas kehidupan kerja (r=0,266, p<0,00); kecerdasan emosional mempengaruhi kualitas kehidupan kerja (r=0,266; p<0,03); dan kepuasan kerja mempengaruhi kualitas kehidupan kerja (r=0.0045; p<0.50). Secara keseluruhan dapat disimpulkan bahwa servant leadership dan kecerdasan emosional merupakan variabel yang mempengaruhi kepuasan kerja dalam variabel mediasi. Kepuasan kerja sebagai variabel mediasi mempengaruhi terhadap kualitas kehidupan kerja.

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This research was conducted to examine the effect of servant leadership and emotional intelligence on the quality of work life with job satisfaction as an intervening variable at Ditreskrimum Polda Metro Jaya. The sample of this study involved 87 police officers who were selected proportionally (cluster random sampling). The research analysis technique uses SEM analysis to test the direct and indirect relationship model of the independent and dependent variables. The results showed that servant leadership affects job satisfaction (r=0.465: p<0.00); emotional intelligence affects job satisfaction (r=0.494; p<0.000), servant leadership affects the quality of work life (r=0.266, p<0.00); emotional intelligence affects the quality of work life (r=0.266; p<0.03); and job satisfaction affects the quality of work life (r=0.0045; p<0.50). Overall, it can be concluded that servant leadership and emotional intelligence are variables that affect job satisfaction in the mediating variable. Job satisfaction as a mediating variable affects the quality of work life."

"Penelitian ini bertujuan untuk menguji pengaruh kepemimpinan autentik terhadap kinerja karyawan serta menguji peran mediasi work engagement dan komitmen afektif dalam hubungan tersebut. Penelitian ini menggunakan metode survei dengan mengumpulkan data dari 358 responden karyawan di PT Bank Pembangunan Daerah Papua melalui kuesioner yang telah disesuaikan dan dianalisis menggunakan SEM (Structural Equation Modelling). Hasil penelitian menunjukkan bahwa kepemimpinan autentik tidak berpengaruh signifikan terhadap kinerja karyawan, tetapi work engagement dan komitmen afektif ditemukan memediasi pengaruh kepemimpinan autentik terhadap kinerja karyawan. Peran mediasi ini menjadi sangat penting karena tanpa adanya mediasi work engagement dan komitmen afektif, kepemimpinan autentik tidak akan meningkatkan kinerja karyawan. Berdasarkan hasil pengaruh total, work engagement mentransmisikan pengaruh kepemimpinan autentik terhadap kinerja karyawan lebih besar dibandingkan dengan komitmen afektif.

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This study aimed to examine the effect of authentic leadership on employee performance and to examine the mediating role of work engagement and affective commitment in this relationship. This study used a survey method by collecting data from 358 employee respondents at PT Bank Pembangunan Daerah Papua through customized questionnaires and analyzed using SEM (Structural Equation Modeling). The results showed that authentic leadership had no significant effect on employee performance, but work engagement and affective commitment were found to mediate the effect of authentic leadership on employee performance. This mediation role is very important because without the mediation of work engagement and affective commitment, authentic leadership will not improve employee performance. Based on the total effect, work engagement transmitted the effect of authentic leadership on employee performance to a greater extent than affective commitment."

"Tujuan dari penelitian ini adalah untuk melakukan pengujian secara empiris tentang variable Kepemimpinan Transformasional, Budaya Organisasi, Dukungan Organisasi (POS) terhadap Keterikatan Karyawan (Employee enggagement), menganalisis peran Budaya Organisasi dalam memediasi pengaruh Kepemimpinan Transformasional terhadap Keterikatan Karyawan serta Menganalisis peran Dukungan Organisasi dalam memediasi pengaruh Kepemimpinan Transformasional terhadap Keterikatan Karyawan. Penelitian ini dilakukan pada PT XYZ Indonesia sebuah perusahaan permodalan asing yang bergerak di dalam industri farmasi. Penelitian ini melibatkan 153 responden yang merupakan karyawan tetap dari PT XYZ.Hasil penelitian menidentifikasikan bahwa Kepemimpinan Transformasional secara langsung berpengaruh pada Budaya Organisasi dan pada Dukungan Organisasi namun tidak berpengaruh langsung pada Keterikatan Karyawan (Employee enggagement). Melalui mediasi dengan Budaya Organisasi, Kepemimpinan Transformasional ini pun tidak berpengaruh kepada Keterikatan Karyawan, namun melalui mediasi Dukungan Organisasi maka Kepemimpinan Transformasional ini berpengaruh terhadap Keterikatan Karyawan.

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The aim of this study is to test empirically variable Transformational Leadership, Organizational Culture, and Perceive Organization Support (POS) on Employee engagement. Analyze the role of organizational culture in mediating the effects of Transformational Leadership on Employee engagement as well as to analyze the role of Perceive Organization Support in mediating the effect of Transformational Leadership on Employee Engagement. This research was conducted at PT XYZ Indonesia a foreign capital company engaged in the pharmaceutical industry. The study involved 153 respondents who are permanent employees of XYZ.

Results of the research identifies that transformational leadership has directly affects the organizational culture and the Perceive Organization Support but has no direct effect on Employee engagement. Through mediation by the Organization Culture, Transformational Leadership is also indicted has not affect to Employee Engagement, but through the mediation from Perceive Organization Support, Transformational Leadership is influence on Employee Engagement."