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"Penelitian ini dilakukan untuk melihat dua hal. Hal pertama yaitu untuk melihat Hubungan Gaya Kepemimpinan Transformasional Atasan terhadap Kreativitas Pegawai. Hal kedua yaitu untuk melihat Pengaruh Pemberian Intervensi Workshop Pengenalan Coaching pada atasan terhadap Efektivitas Gaya Kepemimpinan Transformasional Atasan dan Kreativitas Pegawai. Berdasarkan hasil penelitian sebelumnya yang dilakukan oleh Cheung dan Wong (2010), kreativitas pegawai akan meningkat apabila atasan menerapkan gaya kepemimpinan transformasional melalui karakteristiknya, yaitu charismatic influence, individualized consideration, inspirational motivation, dan intellectual stimulation. Tahapan penelitian ini menggunakan tahapan penelitian action research. Pengukuran Gaya Kepemimpinan Transformasional Atasan dilakukan berdasarkan alat ukur MLQ (Multifactor Leadership Questionnaire (2004) yang telah diadaptasi ke dalam Bahasa Indonesia. Sedangkan pengukuran Kreativitas Pegawai dilakukan dengan menggunakan alat ukur Schaefer (1971) yang telah diadaptasi oleh Munandar (1977). Hasil dari penelitian ini menunjukkan bahwa terdapat hubungan Gaya Kepemimpinan Transformasional Atasan terhadap Peningkatan Kreativitas Pegawai dengan nilai koefisien korelasi sebesar0,840 dan nilai signifikansi 0,036 (p<0,05).Perhitungan korelasi inilah yang digunakan oleh peneliti sebagai dasar dalam penyusunan intervensi Workshop Coaching.

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The study was conducted to look at two things. The first thing is to see the relationship of Supervisor Efectivity Transformational Leadership Style on Employee Creativity. The second thing is to see the Effect of Workshop Introduction to Coaching Intervention on the Supervisor Effectiveness of Transformational Leadership Style and Creativity Employees. Based on the results of a previous study conducted by Cheung and Wong (2010), creativity of employees will increase if supervisor apply the transformational leadership style through its characteristics, the charismatic influence, individualized consideration, inspirational motivation and intellectual stimulation.

Stages of this study using action research stages of research. Measurement of Employee Creativity is based on measuring instruments Schaefer (1971) which has been adapted by Munandar (1977). While the Supervisor Transformational Leadership Style measurement is done by using a measuring instrument MLQ (Multifactor Leadership Questionnaire) by Bass and Avolio (2004) which has been adapted into Indonesian Culture.

Results from this study indicate that Supervisor Transformational Leadership Style will inflluence Employee Creativity with a correlation coefficient 0, 840 and the significance of 0.036 (p <0.05). Calculation of correlation is the one used by researchers as the basis for the preparation of the Coaching Workshop intervention."

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"Tesis ini bertujuan untuk mengembangkan intervensi yang dapat mengembangkan integrasi lintas fungsional pada organisasi publik. Integrasi lintas fungsional dijelaskan melalui pengaruh kualitas hubungan sesama anggota tim terhadap efektivitas tim. Integrasi lintas fungsional dijelaskan sebagai perilaku anggota kelompok dan sebagai proses kelompok. Integrasi lintas fungsional sebagai perilaku anggota kelompok melibatkan perilaku hubungan timbal balik antar anggota kelompok terkait pelaksanaan tugas. Integrasi lintas fungsional sebagai proses kelompok dijelaskan dalam bentuk kapasitas kelompok dalam mendistribusikan dan memanfaatkan sumber daya yang dimilikinya dengan melibatkan perilaku kontributif dan kepemimpinan partisipatif anggotanya. Penelitian melibatkan tiga kelompok responden yang masing-masing berjumlah 30 orang, sehingga total responden berjumlah 90 orang N=90.Metode penelitian yang digunakan adalah penelitian kuantitatif dengan menggunakan analisis regresi dan analisis jalur untuk mengetahui adanya pengaruh antar variabel. Hasil analisa kelompok menunjukkan kondisi integrasi lintas fungsional berbeda-beda pada masing-masing direktorat. Pada Direktorat A, integrasi lintas fungsional tidak terbentuk sebagai perilaku anggota kelompok dan sebagai proses kelompok. Pada Direktorat B, integrasi lintas fungsional terbentuk sebagai perilaku anggota kelompok, tetapi tidak terbentuk sebagai proses kelompok. Pada Direktorat C, integrasi lintas fungsional terbentuk sebagai proses kelompok. Untuk mengembangkan integrasi lintas fungsional sebagai perilaku anggota kelompok dirancang intervensi pengembangan tim yang berorientasi pada perilaku dan proses kelompok. Untuk mengembangkan integrasi lintas fungsional sebagai proses kelompok dirancang team coaching dengan pendekatan coaching perkembangan. Rancangan intervensi dibuat sesuai dengan kebutuhan masing-masing direktorat.Kata kunci : Integrasi lintas fungsional, kualitas hubungan sesama anggota tim, kepemimpinan bersama, efektivitas tim, pengembangan tim, team coaching.

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This thesis aims to develop interventions that can develop cross functional integration across public organizations. Cross functional integration is explained through the influence of team member exchange qualities on team effectiveness. Cross functional integration is described as the behavior of group members and as a group process. Cross functional integration as a behavior of group members involves the behavior of mutual relationships among group members regarding task implementation. Cross functional integration as a group process is described in terms of group capacity in distributing and utilizing its resources by engaging participatory behavior and leadership. The study involved three groups of respondents, each of which amounted to 30 people, bringing the total number of respondents to 90 people N 90 .The research method used is quantitative research by using regression analysis and path analysis to determine the influence between variables. The result of group analysis shows that cross functional integration conditions are different in each directorate. In Directorate A, cross functional integration is not formed as a behavior of group members and as a group process. In Directorate B, cross functional integration is formed as the behavior of group members, but is not formed as a group process. In Directorate C, cross functional integration is formed as a group process. To develop cross functional integration as group member behaviors designed team building interventions on group behavior. To develop cross functional integration as group process is designed team coaching with development coaching approach. The design of the intervention is made according to the needs of each directorate. Keywords Cross functional integration, team member exchange qualities, shared leadership, team building, team coaching. "