Peran Transformational Leadership Terhadap Employee Engagement: Analisis Peran Psychological Climate Sebagai Mediator
BIHARA, VIBRAYANI ARKHAMA (Adv.: Neila Ramdhani, Dr., M.Si., M.Ed.), Neila Ramdhani, Dr., M.Si., M.Ed.
Karyawan yang engaged adalah karyawan yang menggunakan fisik, emosi dan pikirannya dalam bekerja dan hal itu adalah hal yang sangat bernilai untuk organisasi. Tujuan dari penelitian ini adalah untuk menilai pengaruh dari transformational leadership terhadap employee engagement di adidas Sourcing limites Indonesia (aSLI). Salah satu hipotesa mengenai prediktor employee engagement adalah adanya manajemen yang meyakinkan dikenal sebagai transformational leadership. Hipotesisnya, transformational leadership memiliki pengaruh tidak langsung terhadap employee engagement melalui pengaruh positif mereka terhadap iklim psikologis karyawan. Jadi, hipotesisnya iklim psikologis, atau kemudian akan disebut sebagai psychological climate, adalah prediktor lain dari employee engagement. Psychological climate memiliki lima dimensi, yaitu supportive management, role clarification, recognition, contribution dan challenge.
Multifactor Leadership Questionnaire (MLQ) (Bass&Avalio, 1995) digunakan untuk menilai persepsi karyawan terhadap karateristik transformational leadership pada atasan mereka di aSLI. Brown and LeighÂ’s multi dimension scale digunakan untuk menilai persepsi karyawan terhadap keberadaan 5 dimensi psychological climate. Skala UWES digunakan untuk menilai tingkat employee engagement pada karyawan aSLI. Kuesioner yang diterima digunakan untuk menilai apakah transformational leadership memiliki pengaruh signifikan dan positif terhadap employee engagement dan apakah psychological climate berperan sebagai mediator transformational leadership dan employee engagement.
Kertas kuesioner dibagikan kepada seluruh karyawan aSLI sebanyak 145 karyawan dan peneliti menganalisa 128 kuesioner yang valid, menggunakan skala Likert untuk mengukur persepsi karyawan terhadap keberadaan tiga variabel yang diukur. Menggunakan procedure Baron dan Kenny (1986), hasil menujukkan bahwa transformasional leadership memberikan pengaruh yang signifikan terhadap psychological climate dan employee engagement. Hasil penelitian ini juga memberikan indikasi pengaruh hubungan mediasi leadership terhadap employee engagement melalui psychological climate. Hubungan mediasi ini memberikan masukan lain mengenai mekanisme dari transformational leadership dan memberikan peluang menarik bagi penelitian di masa yang akan datang.
Engaged employees are those who utilized themselves physically, emotionally and cognitively in their work and are great value to organization. The purpose of this study was to determine the effect of transformational leadership on employee engagement in adidas sourcing limited Indonesia. One of hypothesized predictor of engagement is the presence of compelling management known as transformational leadership. It was hypothesized that transformational leadership would have an indirect effect on employee engagement through their positive influence on psychological climate. Thus, another hypothesized predictor for employee engagement is psychological climate. The psychological climate have dimension of supportive management, role clarification, recognition, contribution and challenge which all of them, in overall, hypothesized have positive effect on employee engagement.
The Multifactor Leadership Questionnaire (MLQ) (Bass&Avalio, 1995) was used to assess the perception of employees on the transformational leadership characteristic of adidas sourcing limited Indonesia managers. Brown and LeighÂ’s (1986) multi dimension scale was used to assess the employeeÂ’s perception on the presence of 5 dimensions of psychological climate. UWES scale was used to assess employee engagement of adidas sourcing limited Indonesia. The questionnaires received from employees were analyzed to determine if transformational leadership has significant and positive effect on psychological climate and employee engagement and whether psychological climate served a mediator between transformational leadership and employee engagement.
Paper based questionnaire was distributed to 145 employees and author analyzed 128 valid questionnaires, using Likert scale for measuring the employees perception on
the presence of the three examined variables. Used Baron and Kenny (1986) procedures, the results indicated a significant positive effects of transformational leadership to psychological climate and employee engagement. Results also indicate a full mediation of leaderships effects on employee engagement via Psychological climate. This mediation relation suggests some of the mechanisms of transformational leadership, and it provides an interesting avenue for future research
Kata Kunci : Employee Engagement, Transformational Leadership, Psychological Climate.
