MEMBANGUN DUKUNGAN PERILAKU PERUBAHAN : PENGARUH KOMUNIKASI KEPEMIMPINAN EKSEKUTIF KARISMATIK MELALUI MEDIASI KEPERCAYAAN DAN KETERBUKAAN UNTUK PERUBAHAN

Authors

DOI:

https://doi.org/10.22437/jmk.v15i02.55370

Abstract

Abstrak

Transformasi organisasi melalui kebijakan tata kelola jabatan fungsional di sektor publik memerlukan dukungan perilaku nyata dari pegawai agar dapat berjalan efektif. Penelitian ini bertujuan untuk menganalisis pengaruh charismatic executive leadership communication terhadap behavioral support for change dengan mediasi trust dan openness to change. Data dikumpulkan melalui kuesioner mandiri terhadap 299 pejabat fungsional di lingkungan Otoritas Douane Indonesia dan dianalisis menggunakan Structural Equation Modeling melalui LISREL 8.8. Hasil penelitian menunjukkan bahwa charismatic executive leadership communication, trust, dan openness to change berpengaruh positif dan signifikan terhadap behavioral support for change. Trust dan openness to change memediasi pengaruh charismatic executive leadership communication terhadap behavioral support for change baik secara mandiri maupun berantai. Temuan ini berkontribusi terhadap pengembangan sumber daya manusia dengan menunjukkan pentingnya komunikasi pimpinan karismatik serta peran mediasi kepercayaan dan keterbukaan mental dalam meningkatkan dukungan perilaku pegawai sektor publik.

Kata kunci: charismatic executive leadership communication, trust, openness to change, behavioral support for change, sektor publik

References

Agote, L., Aramburu, N., & Lines, R. (2016). Authentic leadership perception, trust in the leader, and followers’ emotions in organizational change processes. The Journal of Applied Behavioral Science, 52(1), 35–63. https://doi.org/10.1177/0021886315617531.

Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211. https://doi.org/10.1016/0749 5978(91)90020-T.

Blau, P. M. (1964). Exchange and power in social life. Wiley.

Choi, J. (2006). A motivational theory of charismatic leadership: Envisioning, empathy, and empowerment. Journal of Leadership & Organizational Studies, 13(1), 24–43. https://doi.org/10.1177/10717919070130010501.

Chou, P. (2015). Transformational leadership and employee’s behavioral support for organizational change. European Journal of Business and Management, 7(3), 110–122.

Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). McGraw-Hill.

Finkelstein, S., Hambrick, D. C., & Cannella, A. A. (2009). Strategic leadership: Theory and research on executives, top management teams, and boards. Oxford University.

Groves, K. S. (2005). Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic leadership. Journal of Management, 31(2), 255–277. https://doi.org/10.1177/0149206304271765.

Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning.

Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474–487. https://doi.org/10.1037/0021-9010.87.3.474.

Hina, A., & Siddiqui, D. A. (2023). How Charismatic Leadership, and Employee Voice Complements the Transformational Leadership in Enabling Championing Behavior among Employees during Organizational Change: A parallel-sequential multiple mediation model. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.4432534.

Hon, L. C., & Grunig, J. E. (1999). Measuring relationships in public relations. Institute for Public Relations.

House, R. J. (1977). A 1976 theory of charismatic leadership. Dalam J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge (hal. 189–207). Southern Illinois University Press.

Islam, M. N., Furuoka, F., & Idris, A. (2020). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review. https://doi.org/10.1016/j.apmrv.2020.09.002.

Ismail, H. N., Kertechian, K. S., & Blaique, L. (2022). Visionary leadership, organizational trust, organizational pride, and organizational citizenship behaviour: A sequential mediation model. Human Resource Development International, 26(3), https://doi.org/10.1080/13678868.2022.2108993.

Kementerian Pendanaan. (2024). Laporan Penilaian Kesehatan Organisasi Otoritas Douane Indonesia. Kementerian Pendanaan.

Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi. (2023). Panduan Memahami Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Nomor 1 Tahun 2023 tentang Jabatan Fungsional. Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi.

Kotter, J. P. (1996). Leading change. Harvard Business School Press.

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. The Academy of Management Review, 20(3), 709–734. https://doi.org/10.2307/258792.

Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care”: The impact of charismatic executive leadership communication on employee trust and support for organizational change. Public Relations Review, 46(3), 101927. https://doi.org/10.1016/j.pubrev.2020.101927.

Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), https://psycnet.apa.org/doi/10.1080/00909889409365387.

Nadler, D. A., & Tushman, M. L. (1990). Beyond the charismatic leader: Leadership and organizational change. California Management Review, 32(2), 77–105. https://doi.org/10.2307/41166606.

Otoritas Douane Indonesia. (2023). Hasil Pelaksanaan Kegiatan Monitoring dan Evaluasi atas Implementasi Jabatan Fungsional di Lingkungan ODI Tahun 2023. Otoritas Douane Indonesia.

Rawlins, B. (2008). Measuring the relationship between organizational transparency and employee trust. Public Relations Journal, 2(2), 1–21.

van den Heuvel, S., Schalk, R., & van Assen, M. A. L. M. (2015). Does a Well Informed Employee Have a More Positive Attitude Toward Change? The Mediating Role of Psychological Contract Fulfillment, Trust, and Perceived Need for Change. The Journal of Applied Behavioral Science, 51(3), 401 422. https://doi.org/10.1177/0021886315569507.

Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132–142. https://doi.org/10.1037/0021-9010.85.1.132.

Yue, C. A., Men, L. R., & Ferguson, M. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public Relations Review, 45(3), 101906. https://doi.org/10.1016/j.pubrev.2019.04.012.

Zainab, B., Akbar, W., & Siddiqui, F. (2021). Impact of transformational leadership and transparent communication on employee openness to change: Mediating role of employee organization trust and moderated role of change-related self-efficacy. Leadership & Organization Development Journal, 43(2), 1–17. https://doi.org/10.1108/LODJ-08-2020-0355.

Downloads

Published

2026-06-03

How to Cite

MEMBANGUN DUKUNGAN PERILAKU PERUBAHAN : PENGARUH KOMUNIKASI KEPEMIMPINAN EKSEKUTIF KARISMATIK MELALUI MEDIASI KEPERCAYAAN DAN KETERBUKAAN UNTUK PERUBAHAN. (2026). Jurnal Manajemen Terapan Dan Keuangan, 15(02), 675-690. https://doi.org/10.22437/jmk.v15i02.55370

Most read articles by the same author(s)