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"[ABSTRAKPenelitian ini bertujuan untuk menganalisis pengaruh kepemimpinan yang diterapkan olehperusahaan terhadap pembentukan tingkat job embededdness karyawan. Pengukurankepemimpinan dalam penelitian ini menggunakan Multifactor Leadership Questionnaires(MLQ form 5x) yang dikembangkan oleh Bass & Avolio (1990), sementara variabel jobembeddedness diukur dengan menggunakan Job Embedded Scale yang dikembangkan olehMitchell (2001). Hasil dari penelitian ini menunjukkan bahwa kepemimpinan memilikipengaruh terhadap pembentukan job embeddedness karyawan jika pihak perusahaanmenerapkan kepemimpinan yang bersifat transformasional. Maka dari itu agar tercipta jobembeddednes yang tinggi dari para karyawan sebaiknya manajemen madya menerapkan gayakepemimpinan yang bertanggung jawab, berkharisma dan bisa menjadi teladan yang baikserta memperhatikan, menghargai dan mampu memotivasi dan mendorong karyawan untukbekerja lebih baik lagi.

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ABSTRACTThis study aims to analyze the influence of leadership on job embeddedness of the employeesin PT. X. This study used a measuring tool Multifactor Leadership Questionnnaires (MLQform 5x) by Bass & Avolio (1990), and and Job Embedded Scale developed by Mitchell(2004). The results of this study suggest that transformational leadership has significanteffects toward job embeddedness. Therefore, in order to grow job embeddedness withinemployees, middle management should applied a leadership style that has responsibility,charisma, and capable of becoming role model and motivating their subordinates to workbetter.;This study aims to analyze the influence of leadership on job embeddedness of the employeesin PT. X. This study used a measuring tool Multifactor Leadership Questionnnaires (MLQform 5x) by Bass & Avolio (1990), and and Job Embedded Scale developed by Mitchell(2004). The results of this study suggest that transformational leadership has significanteffects toward job embeddedness. Therefore, in order to grow job embeddedness withinemployees, middle management should applied a leadership style that has responsibility,charisma, and capable of becoming role model and motivating their subordinates to workbetter., This study aims to analyze the influence of leadership on job embeddedness of the employeesin PT. X. This study used a measuring tool Multifactor Leadership Questionnnaires (MLQform 5x) by Bass & Avolio (1990), and and Job Embedded Scale developed by Mitchell(2004). The results of this study suggest that transformational leadership has significanteffects toward job embeddedness. Therefore, in order to grow job embeddedness withinemployees, middle management should applied a leadership style that has responsibility,charisma, and capable of becoming role model and motivating their subordinates to workbetter.]"

"Penelitian ini bertujuan untuk menguji dan memahami pengaruh transformational leadership terhadap individual work performance pada pekerja milenial dengan mempertimbangkan pengaruh mediasi dari career adaptability, perceived career success, dan job embeddedness. Data penelitian dikumpulkan dengan menggunakan media kuesioner daring dari 331 pekerja milenial di seluruh Indonesia dengan masa kerja di tempat kerja nya saat ini minimal satu tahun. Pengolahan data dilakukan dengan metode structural equation modeling (SEM) yang menunjukkan hasil bahwa transformational leadership tidak memiliki hubungan langsung terhadap individual work performance, namun memiliki pengaruh tidak langsung dengan individual work performance melalui mediasi dari career adaptability, perceived career success, dan job embeddedness. Penelitian ini menunjukkan bahwa transformational leadership saja tidak cukup untuk meningkatkan individual work performance dari pekerja milenial. Pekerja milenial perlu memiliki tingkat career adaptabilityy, perceived career success, dan job embeddedness yang cukup untuk dapat terdorong dalam meningkatkan individual work performance nya.

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This study aims to discuss and understand the effect of transformational leadership on individual work performance, taking into account the mediating role of career adaptability, perceived career success, and job embeddedness. The data were collected using an online questionnaire from 331 millennial workers who have worked for at least one year in their current workplace throughout Indonesia. Data analyzed using the structural equation modeling (SEM) method which showed that transformational leadership doesn’t have a direct relationship with individual work performance, but have an indirect effect on individual work performance via the mediation of career adaptability, perceived career success, and job embeddedness. This study indicates that transformational leadership is not enough to improve the individual work performance of millennial workers. Millennial workers need to have a sufficient level of career adaptability, perceived career success, and job embeddedness to be encouraged to improve their individual work performance.

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"Penelitian ini bertujuan untuk menguji pengaruh transformational leadership, compensation and benefit, dan job stress terhadap employee retention yang dimediasi oleh job embeddedness pada konteks industri perhotelan dan keramahtamahan di Jakarta, Indonesia. Penelitian dilakukan pada karyawan hotel Gamma dan Betaomega Jakarta dengan jumlah responden yang didapatkan adalah sebanyak 157. Data penelitian diperoleh melalui metode survei dengan menggunakan self-administer questionaire. Pengolahan data menggunakan metode SEM-PLS dengan bantuan perangkat lunak SmartPLS.Hasil pengolahan data menunjukkan pengaruh positif dari transformational leadership dan compensation and benefit serta pengaruh negatif dari job stress secara langsung terhadap employee retention. Job embeddedness terbukti memiliki peran mediasi secara parsial dari transformational leadership dan compensation and benefit terhadap employee retention dan tidak memiliki peran mediasi dari hubungan job stress terhadap employee retention. Penelitian ini memiliki kontribusi teoritis yang mengkonfrmasi sebagian hasil dari penelitian sebelumnya di negara dan industri yang berbeda. Secara praktis, penelitian ini memberikan insight kepada manajemen hotel yang dapat digunakan untuk meningkatkan efektivitas retensi karyawan di industri perhotelan dan keramahtamahan, yaitu pentingnya pengembangan transformational leadership, pengelolaan compensation and benefit dan job stress yang baik sehingga terbentuklah job embededness dan employee retention yang tinggi.

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This study aims to test the effects of transformational leadership, compensation and benefit, and job stress towards employee retention mediated by job embeddedness in hospitality industry. The data used in this study are gathered from the employees of Gamma and Betaomega hotel through amounted for 157 respondents. The method to gather the data is through survei with self-administer questionnaire. The data that were gathered then further proccessed utilizing SEM-PLS method with the aid of SmartPLS software.

The results shown in this study are transformational leadership and compensation and benefit have significant and positive effects while job stress has significant and negative effect toward employee retention. Job embeddedness is shown to have partial mediating role in the relationship among transformational leadership and compensation and benefit towards employee retention while in the relationship between job stress towards employee retention, job embeddedness is shown to have no mediating role. In theoretical term, the contribution of this study is partially confirming the result of older study in another country. In practical term, this study gives insight towards the company about how to increase the effectivity of employee retention through the development of transformational leadership, appropriate compensation and benefit, and reducing job stress which resulted in the increase of job embeddedness and employee retention."

"Penelitian ini berusaha untuk mengetahui apakah kepemimpinan paternalistik memiliki pengaruh yang signfikan terhadap kepuasan kerja. Obyek penelitian ini adalah PT. YYY, sebuah perusahaan konstruksi ternama di Indonesia. Menggunakan analisis regresi serta general linear model, ditemukan bahwa benevolent leadership memiliki pengaruh positif yang signifikan terhadap kepuasan kerja dan 4 dimensi didalamnya, yaitu dimensi promosi, contingent reward, pekerjaan dan komunikasi. Sementara itu, authoritarian leadership memiliki pengaruh negatif yang signfikan terhadap dimensi kepuasan kerja operating procedures dan pekerjaan. Terakhir, dimensi moral leadership tidak memiliki pengaruh yang signifikan terhadap kepuasan kerja.

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This study attempts to find whether paternalistic leadership has a signifcant influence towards jobs satisfaction. The object of this study is YYY company, a prominent construction company in Indonesia. Using regression and general linear model, we found that benevolent leadership has a positive and significant effect to job satisfaction and 4 of its dimensions, which are promotion, contingent reward, work and communication satisfaction. Furthermore, authoritarian leadership has a negatif and significant effect to 2 dimensions of job satisfaction, operating procedures and work satisfaction. Lastly, moral leadership has no significant effect to job satisfaction."

"Sebagai salah satu Unit Pelaksana Teknis (UPT) bidang keimigrasian dalam lingkungan Departemen Hukum dan HAM yang berada di bawah dan bertangung jawab langsung kepada Kepala Kantor Wilayah Departemen Hukum dan HAM DKI Jakarta, Kantor Imigrasi Jakarta Selatan dituntut untuk lebih meningkatkan kemampuannya, terutama dalam memberikan pelayanan kepada masyarakat yang berhubungan dengan keimigrasian dalam wilayah kerjanya secara tanggap dan akurat tanpa mengabaikan prinsip kehati-hatian sehubungan dengan maraknya kejahatan TOC dan terorisme. Sebab salah satu upaya untuk mengatasi hal ini adalah melalui pencatatan yang cermat pemberian paspor kepada penduduk dan dokumen izin tinggal bagi bukan penduduk. Dalam konteks tersebut dituntut kinerja pegawai Kantor Imigrasi yang tinggi, untuk melakukan pengawasan tanpa mengabaikan pelayanan. Sistem dan prosedur sudah dapat berjalan sebagaimana yang diharapkan. Namun jika kinerja pegawai cenderung lemah dan pengawasan yang dijalankan relatif "longgar", maka sisdur cenderung kurang berjalan sebagaimana yang diharapkan. Menghadapi tuntutan pelayanan yang berhubungan dengan keimigrasian diperlukan penanganan oleh seorang pemimpin yang prima, mempunyai kemampuan dan keterampilan teknis dalam memimpin organisasi. Kondisi ini tidak terlepas dari definisi kepemimpinan itu sendiri yang tidak selalu pararel dengan kedudukan dalam struktur organisasi.Selain model kepemimpinan, faktor lain yang diduga berpengaruh adalah kepuasan kerja pegawai. Kepuasan kerja seorang pegawai yang melaksanakan pekerjaan sesuai dengan jenis pekerjaan yang menjadi tugasnya akan tampak dari hasil kerjanya. Apakah pegawai sudah merasa puas atas hasil pekerjaan maupun imbalan serta kondisi di tempat kerja. Ketika seorang pegawai merasa tidak puas dengan apa yang diberikan oleh organisasi kepadanya, maka umumnya pegawai tidak akan menunjukkan kinerja yang tinggi.Berdasarkan hal-hal tersebut di atas, maka pokok permasalahan dalam penelitian ini adalah sebagai berikut:1. Bagaimanakah gambaran kinerja pegawai dalam memberikan pelayanan di Kantor Imigrasi Jakarta Selatan?2. Apakah kepuasan kerja pegawai mempengaruhi kinerja pegawai dalam memberikan pelayanan tersebut?3. Apakah model kepemimpinan turut mempengaruhi kinerja pegawai?Dengan menggunakan metode penelitian survey, yaitu metode penelitian yang menggunakan instrumen kuesioner sebagai komponen utama pengumpulan data, maka diharapkan pengaruh Model Kepemimpinan dan Kepuasan Kerja terhadap kinerja pegawai Kanim Jakarta Selatan dapat terungkap. Sebab metode ini diharapkan dapat menggambarkan, menuturkan dan menafsirkan keadaan subyek atau obyek penelitian sebagaimana adanya berdasarkan data dan fakta yang ditemukan. Hasil pengukuran kinerja pegawai yang dilakukan secara self assessment, pada umumnya adalah baik. Namun demikian perlu disadari bahwa pengukuran kinerja pegawai ini relatif sederhana dibanding dengan model pengukuran yang lainnya, sehingga harus dipahami secara proporsional. Model kepemimpinan yang ada di Kantor Imigrasi Jakarta Selatan sudah mengarah kepada model yang efektif, walaupun nilai rata-rata ini masih merupakan batas bawah, namun dapat menjadi modal yang cukup untuk mengembangkan model ini lebih lanjut. Model ini merujuk kepada tingkat pelaksanaan tugas praktis dan berorientasi kepada pencapaian hasil pelayanan yang berarti sesuai dengan kebutuhan unit pelaksana teknis (UPT). Sedangkan untuk kepuasan kerja pegawai di Kanim Jakarta Selatan pada dasarnya menunjukkan tingkat kepuasan pegawai relatif kurang puas.Untuk pengujian hipotesa, hasil penelitian menunjukkan bahwa:1. Tidak ada hubungan antara mode! kepemimpinan sebagai variabel (Xi) dan Kinerja Pegawai (Y).2. Ada hubungan antara Kepuasan Kerja sebagai variabel (X2) dengan Kinerja Pegawai (Y). Kuat hubungan antara kedua variabel ini cenderung "sedang".3. Hubungan Model Kepemimpinan sebagai variabel (X,) dan Kepuasan Pegawai (X2) terhadap Kinerja Pegawai (Y) menunjukkan tidak ada hubungan antara ketiga variabel ini.Pentingnya pengukuran kinerja pegawai terkait denyan perannya yang sentral dalam mendukung kinerja manajemen secara keseluruhan, sehingga kinerja pegawai perlu dievaluasi secara akurat dan adil sebagai basis untuk berbagai strategi dalam menghargai pegawai, dan pengembangan kinerja mereka. Organisasi seharusnya merancang evaluasi kinerja pegawai dalam jangka periode tertentu bagi pegawai untuk kepentingan peningkatan kerjasama dan memecahkan masalah secara kreatif dan inovatif. Pada dasarnya setiap organisasi harus selalu meningkatkan kualitas kepemimpinan yang ada guna meningkatkan pula kinerja manajemen dan kinerja pegawai. Dalam konteks inilah pengembangan model kepemimpinan yang efektif menjadi penting bagi kepentingan peningkatan kinerja. Kepemimpinan bukan sekedar atasan yang menduduki jabatan struktural semata, melainkan bagaimana cara menggerakkan sumber daya manusia yang ada untuk secara bersama-sama mencapai tujuan organisasi secara efektif, efisien dan legal.

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As one of the Technical Implementing Unit (UPT) on immigration in the Department of Law and Human Rights and responsible directly to the Head of District Office of Department of Law and Human Rights DKI Jakarta, the Office of Immigration South Jakarta is demanded to increase its performance, especially in giving immigration service to the public, they must respond and act accurately without loosing the standard of cautious because of the case of TOC and terrorism. One of the solutions is through good recording when they give passport to people and residential document for expatriate.

In that context, employee's good performance is needed to do monitoring without loosing good services. Hence, even the monitoring procedure from their supervisor is weak, the system and procedure can effectively continue as expected. In other side, if the employee's performance tends to decline and the monitoring procedure is also not tied up, thus the system and procedure tend to be unsuccessful. Facing the demand of good services relate to the immigration a good leadership is needed, who has ability and skill to manage the organization. This condition also depends on the definition of the leadership itself which does not always parallel with position in the structure of the organization.

Beside style of leadership, other influential factor is employee's job satisfaction. Their satisfaction in doing their duty is reflected from their work. Even it is a must that they do their official duty, but the supervisor in the organization must perceive any situation that can influence their staffs? performance. Do they satisfy with their work, its compensation and also the environment of their work place? When an employee feels unsatisfied with the compensation from the organization, normally they will work inadequately.

Base on those assumptions, the main problem in the research are:

1. How is the description of the employee's performance in the District Office of Immigration in South Jakarta?

2. Do job satisfaction influence employee's performance in giving services in the office?

3. Is style of leadership also influence employee's performance?

Using survey, a research with questionnaire as its instrument to collect data and other variables and correlation analyses, it is expected that the influence of style of leadership and job satisfaction on employee's performance will be identified. This method is expected to describe, recognize and interpret the condition of the subject or object of the research based on founded data and facts.

The result of the self assessment analyzes is generally good. However, it must be considered that the measurement of the employee's performance is relatively simple compare to other measurement methods, thus it must be considered proportionally. Style of leadership in the office is performance-enhancing skill, and even the average value is at the minimum value, it can be a raw model for further development. This model relates to the practical job and outcome oriented suitable with the organization's objective. For job satisfaction in the office, generally the result shows that it is relatively unsatisfied.

The result also shows the hypotheses analysis that:

1. There is no relation between style of leadership as variable (X1) and employee's performance (Y).

2. There is a relation between job satisfaction (X2) and employee's performance (Y). the strenght of relation between those two variables is moderate.

3. There is no relation between style of leadership as variable (X1) and job satisfaction (X2) with employee's performance (Y).

The importance of employee's performance measurement relates to its significant role in supporting the performance of the management as a whole, thus the performance of the employee must be evaluated accurately as a basis of compensation strategy. The organization should develop an evaluation on employee's performance in a certain period in order to increase the team work and solving problem capacity creatively and innovative.

Basically, every organization must always develop the quality of leadership in order to advance its management's and employee's performance. In this context, the development of a leadership model which is effective is important. Leadership is not only a problem of structural supervisor or functionary, but also a mechanism of how to exaggerate the human resource to obtain the organization's objective effectively, efficiently and legally."

"Skripsi ini membahas pengaruh antara gaya kepemimpinan transformasional dan gaya kepemimpinan transaksional terhadap kepuasan kerja karyawan. Penelitian ini adalah penelitian kuantitatif yang menggunakan kuesioner untuk mengukur gaya kepemimpinan transformasional dan gaya kepemimpinan transaksional terhadap kepuasan kerja karyawan. Penelitian dilakukan kepada karyawan PT PJB UP Muara Karang. Setelah dilakukan uji regresi berganda, diketahui bahwa gaya kepemimpinan transformasional dan gaya kepemimpinan transaksional memiliki pengaruh yang signifikan terhadap kepuasan kerja karyawan. Untuk dapat terus maju dan berkembang, pemimpin PT PJB UP Muara Karang perlu terus menerapkan gaya kepemimpinan transformasional dan transaksional, sehingga kepuasan kerja karyawan PT PJB Muara Karang dapat terus ditingkatkan.

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This study discusses the influence between transformational leadership style and transactional leadership style about employee job satisfaction. This study is a quantitative study that used questionnaires to measure the transformational leadership style, transactional leadership style on employee job satisfaction. This study was conducted to employee of PT. PJB UP Muara Karang. After regression measurement, it is known that the transformational leadership and transactional leadership style has a significant impact on job satisfaction. The Management of PT. PJB UP Muara Karang must apply the transformational and transactional leadership style so the satisfaction of employee of Pt. PJB UP Muara Karang can be improved."

"Penelitian ini bertujuan untuk mengetahui tingkat kepuasan kerja, gaya kepemimpinan dan pengaruh gaya kepemimpinan terhadap kepuasan kerja pegawai pajak. Gaya kepemimpinan menggunakan full-range leadership yang terdiri dari kepemimpinan transformasional, transaksional, dan laissez-faire. Penelitian dilakukan di Kantor Pusat Direktorat Jenderal Pajak, dengan jumlah responden sebanyak 101 orang. Penelitian ini menggunakan metode analisis deskriptif, regresi linear berganda, dan general linear model multivariate. Hasil penelitian menunjukkan kepuasan kerja secara keseluruhan termasuk kategori tinggi sedangkan gaya kepemimpinan termasuk kategori sedang. Selain itu, hasil penelitian ini menunjukkan kepemimpinan laissez-faire berpengaruh negatif signifikan terhadap kepuasan kerja dan dimensi kepemimpinan idealized influence behavior dan contingent reward berpengaruh positif. Sedangkan dimensi kepemimpinan inspirational motivation dan individualized consideration berpengaruh negatif.;This study aims to determine the level of job satisfaction, leadership style and influence of leadership style towards job satisfaction tax employees. Leadership style using full-range leadership consisting of transformational leadership, transactional, and laissez-faire. The study was conducted in Directorate General of Tax Headquarter, the number of respondents were 101 people. This study uses descriptive analysis, multiple linear regression, and general linear model multivariate. The results showed overall job satisfaction were high category while leadership styles including medium category. In addition, the results of this study found that laissez-faire leadership has significant negative influence towards job satisfaction and leadership dimensions of idealized influence behavior and contingent reward have positive effect. While the leadership dimensions of inspirational motivation and individualized consideration have negative effect.;This study aims to determine the level of job satisfaction, leadership style and influence of leadership style towards job satisfaction tax employees. Leadership style using full-range leadership consisting of transformational leadership, transactional, and laissez-faire. The study was conducted in Directorate General of Tax Headquarter, the number of respondents were 101 people. This study uses descriptive analysis, multiple linear regression, and general linear model multivariate. The results showed overall job satisfaction were high category while leadership styles including medium category. In addition, the results of this study found that laissez-faire leadership has significant negative influence towards job satisfaction and leadership dimensions of idealized influence behavior and contingent reward have positive effect. While the leadership dimensions of inspirational motivation and individualized consideration have negative effect."

"ABSTRAKTesis ini membahas mengenai pengaruh komunikasi interpersonal dankepemimpinan transformasional terhadap perilaku inovatif karyawan di PT NIP.Alat ukur yang digunakan dalam penelitian ini adalah Perilaku Inovatif (Jansen,2000) dengan α = 0.913, Komunikasi Interpersonal (Rubin, 1988) dengan α =0.903, dan Kepemimpinan Transformasional (Bass dan Avolio, 2004) dengan α =0.896. Hasil uji analisis regresi linier berganda terhadap 40 orang karyawan padadivisi Distribution Business dan Business Solution di PT NIP, menyatakan bahwaterdapat pengaruh yang signifikan pada komunikasi interpersonal dankepemimpinan transformasional terhadap perilaku inovatif karyawan di PT NIP.Dari hasil analisis tersebut, komunikasi interpersonal memiliki pengaruh yanglebih signifikan dibandingkan dengan kepemimpinan transformasional(signifikansi komunikasi interpersonal = 0.000 dan signifikansi kepemimpinantransformasional = 0.022, dengan p < 0.05). Berdasarkan hal tersebut, penelitimenyusun dua rancangan intervensi, yaitu pelatihan komunikasi interpersonal danprogram Continuous Improvement untuk meningkatkan komunikasi interpersonalkaryawan.

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ABSTRACTThis thesis discusses the influence of interpersonal communication andtransformational leadership on employee innovative work behavior in PT NIP.Measuring instruments used in this study are the Innovative Work Behavior(Jansen, 2000) with α = 0.913, Interpersonal Communication (Rubin, 1988) withα = 0.903, and Transformational Leadership (Bass and Avolio, 2004) with α =0.896. The test results of multiple linear regression shows that there is signifinaceinfluence on interpersonal communication and transformational leadership oninnovative work behavior of of 40 employees from the division of Business andDistribution Business Solution at PT NIP. From the analysis, interpersonalcommunication has more significant effect than transformational leadership(significance of interpersonal communication = 0.000 and the significance oftransformational leadership = 0.022, p < 0.05). Based on this, there are twoproposed interventions, which are interpersonal communication training andContinuous Improvement programs to improve employee interpersonalcommunication."

"Dalam penelitian ini, Kepemimpinan dipilih sebagai variabel yang mempengaruhi Motivasi Kerja karyawan. Penelitian ini bertujuan untuk mengetahui pengaruh Kepemimpinan terhadap motivasi kerja aryawan pada PT Triteguh Manunggal Sejati - GarudaFood. Pendekatan yang digunakan adalah pendekatan kuantitatif dengan metode survei yang menggunakan teknik ukuran minimum sampel yaitu sebesar 10% dari seluruh karyawan PT Triteguh Manunggal Sejati, sehingga diperoleh 35 responden. Hasil penelitian menunjukkan bahwa kepemimpinan memiliki hubungan yang kuat terhadap motivasi kerja karyawan. Selain itu, kepemimpinan transformasional dan transaksional juga memiliki pengaruh yang signifikan terhadap motivasi kerja karyawan pada PT Triteguh Manunggal Sejati - GarudaFood.

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In this study, leadership was chosen as the influencing variable of employees job motivation. This study aimed to examine the influence of leadership towards employees job motivation at PT Triteguh Manunggal Sejati - GarudaFood. This study used the quantitative approach with survey method that used minimum sample size technique that is equal to 10% of all employees of PT Triteguh Manunggal Sejati - GarudaFood which held to 35 respondents. The result of this study showed that leadership had a strong relation with employee job motivation. Besides that, transformational and transactional leadership also had a significant influence to outsourcing employee job motivation at PT Triteguh Manunggal Sejati - GarudaFood."

"Penelitian ini bertujuan untuk menganalisis pengaruh pelatihan kepemimpinan terhadap employee engagement karyawan tetap non-manajerial pada head office PT. Sumberdaya Sewatama. Variabel independen dalam penelitian ini yaitu pelatihan kepemimpinan yang akan diukur berdasarkan teori training dari Noe (2002) dan Mone dkk (2011), sedangkan variabel dependen dari penelitian ini yaitu employee engagement akan diukur berdasarkan teori Hewitt (2013). Penelitian ini menggunakan metode kuantitatif dengan kuesioner sebagai instrumen penelitian. Sampel dari penelitian ini sebanyak 50 karyawan tetap nonmanajerial di head office PT. Sumberdaya Sewatama yang telah mengikuti pelatihan kepemimpinan. Data penelitian ini akan dianalisa menggunakan analisis deskriptif dan analisis inferensial. Hasil penelitian ini merupakan pelatihan kepemimpinan berpengaruh signifikan terhadap employee engagament. Penelitian ini menyarankan kepada pihak PT. Sumberdaya Sewatama untuk meningkatkan kualitas training dan kesempatan mendapat karir yang lebih baik, karena dengan meningkatkan kualitas training dan kesempatan mendapat karir yang lebih baik dapat meningkatkan employee engagement karyawan di PT. Sumberdaya Sewatama.

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The aim of this study is to analyze the influences of leadership training on employee engagement of permanent employees non-managerial at head office PT. Sumberdaya Sewatama. The independent variable is leadership training which is scaled with training?s theory by Noe (2002) and Mone et al. (2013), and the dependent variable is employee engagement which is scaled by Hewitt (2013).

The research used quantitative method with quentionnaire as an research instrument. Subject of the research is 50 employees that have been permanent employees of non-managerial position at head office of PT. Sumberdaya Sewatama. Data gathered from research will be analyzed using descriptive analysis and inferential analysis. The leadership training was significantly and related to the employee engagement.

This research suggest that management of PT. Sumberdaya Sewatama should paid more attention to increase the quality of training and career development, because the quality of training and career development can increase employee engagement in PT. Sumberdaya Sewatama."