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The Relationship Between Transformational Leadership and Employee's Motivation in Indonesian Central Government : 인도네시아 중앙정부의 혁신적 리더십과 공무원 동기부여 간 관계: 인도네시아 내각을 중심으로
Centering on the Cabinet Secretariat of the Republic of Indonesia

DC Field Value Language
dc.contributor.advisorEom, Seok-Jin-
dc.contributor.authorAndrian Fauzi-
dc.date.accessioned2019-10-18T19:04:35Z-
dc.date.available2019-10-18T19:04:35Z-
dc.date.issued2019-08-
dc.identifier.other000000156895-
dc.identifier.urihttps://hdl.handle.net/10371/161781-
dc.identifier.urihttp://dcollection.snu.ac.kr/common/orgView/000000156895ko_KR
dc.description학위논문(석사)--서울대학교 대학원 :행정대학원 글로벌행정전공,2019. 8. Eom, Seok-Jin.-
dc.description.abstractAccording to Robbins (2011), transformational leadership is the best
kind of leadership because it can motivate employees to work in accordance
with goals that have never been achieved before, paying attention to
employees, able to train, and make employees loyal to the company. The
literature shows that transformational leadership has a great impact on the
employees motivation. Therefore, Purpose of this study is to examine the
relationship between transformational leadership and employees motivation
in the Cabinet Secretariat of the Republic of Indonesia.
This research is based on depth interview with five employees from
each level in Cabinet Secretariat and survey design which includes 182
sample observations from the Cabinet Secretariat of the Republic of Indonesia.
The collected data was analyzed using SAS program. Pearson Correlation
Coefficient and Regression were used to examine the relationship between
independent and dependent variables. Main dependent variable was
employees motivation and main independent variable was transformational
leadership. Transactional leadership, laissez-faire leadership, sex, age, job
position, year of service, and education level is included in the regression
model as a control variable.
The result of statistical analysis of Pearson correlation coefficient
illustrates that there is a significant and positive relationship between
transformational leadership and employees motivation in the Cabinet
Secretariat of the Republic of Indonesia. Three regression models show that
transformational leadership has a significant and positive causal relationship
with employees motivation at the Cabinet Secretariat of the Republic of
Indonesia. Moreover, this study also found that transactional leadership has a
significant and positive causal relationship with employees motivation,
meanwhile there is no statistically significant causal relationship between
laissez-faire leadership and employees motivation at the Cabinet Secretariat
of the Republic of Indonesia.		-
dc.description.abstractRobbins(2011)에 따르면 혁신적 리더십은 한 번도 달성하지 못한
목표를 위해 일할 수 있도록 동기를 부여하고, 직원들에게 관심을 기울이고
잘 훈련시켜서 직원들을 회사에 충성하게 만들 수 있는 최고의 리더십이다.
문헌조사에 따르면 혁신적 리더십은 직원의 동기부여에 큰 영향을 미친다.
따라서, 본 연구의 목적은 인도네시아의 내각에서 혁신적 리더십과
공무원의 동기부여 사이의 관계를 조사하는 것이다.
본 연구는 인도네시아 내각의 182개 표본 관측을 포함하는 각급 직원
5명과의 심층면접 및 조사 설계에 기초한다. 수집된 데이터는 SAS
프로그램을 사용하여 분석되었다. 독립 변수와 종속 변수 간의 관계를
조사하기 위해 Pearson 상관 계수 및 회귀 분석을 사용했다. 주요
종속변수는 직원들의 동기부여였으며, 주요 독립변수는 혁신적
리더십이었다. 거래적 리더십, 자유방임적 리더십, 성별, 나이, 직위,
근무년도, 교육수준은 회귀모델에 통제변수로 포함된다.
Pearson 상관 계수의 통계적 분석 결과는 전환적 리더십과 인도네시아
내각에서 직원의 동기 사이에 유의하고 긍정적인 관계가 있음을 보여준다.
3가지 회귀 모델 또한 전환적 리더십이 인도네시아 내각에서 직원의
동기부여와 유의하고 긍정적인 인과관계를 가지고 있음을 나타낸다. 또한,
이 연구는 거래적 리더십은 직원의 동기부여와 유의미하고 긍정적인
인과관계를 가지고 있는 반면, 자유방임적 리더십과 인도네시아의 내각의
공무원들의 동기부여 사이에는 통계적으로 유의미한 인과관계가 없음을
발견하였다.		-
dc.description.tableofcontentsAbstract ..........................................................................................i
Table of content ...........................................................................iii
List of tables ........................................................................................vi
List of figures .......................................................................................vii
Chapter 1: Introduction .................................................................1
1.1. Background of the study .....................................................1
1.2. Research Question and Purpose of the Study .................6
1.3. Scope of the Study .................................................................7
1.4. Methodology .................................................................7
Chapter 2: Theoretical Background and Literature Review .....9
2.1. Theoretical Background .....................................................9
2.1.1. Leadership .................................................................9
2.1.2. Transformational Leadership ...........................12
2.1.3. Motivation ...............................................................17
2.1.4. McClellands Motivational Needs Theory ...............22
2.2. Literature Review on the Effect of Transformational
Leadership on Employees Motivation
.......................................................................................27
2.3. Critical Review ...............................................................33
Chapter 3: Research Design ...................................................35
3.1. Analytical Framework and Hypothesis ...........................35
3.2. Hypothesis ...........................................................................36
3.2.1. Transformational Leadership and Employees
Motivation
.......................................................................................36
3.2.2. Transactional Leadership and Employees Motivation
.......................................................................................38
3.2.3. Laissez-faire Leadership and Employees Motivation
.......................................................................................39
3.3. Conseptualization and Operasionalization ...........................41
3.3.1. Independent Variable ...................................................41
3.3.2. Dependent Variable ...................................................41
3.3.3. Control Variable ...................................................41
3.4. Methodology ...............................................................41
3.4.1. Research Instrument ...................................................42
3.4.2. Population and Sample .......................................47
3.4.3. Data Sources ...............................................................47
3.4.4. Data Collection Strategy .......................................48
3.4.5. Data Analysis Method .......................................49
Chapter 4: Result and Discussion ...................................................51
4.1. Descriptive Analysis ...............................................................51
4.1.1. Demographic Respondents .......................................51
4.1.2. Dependent Variable ...................................................54
4.1.3. Independent Variable ...................................................57
4.1.4. Control Variable ...................................................61
4.1.5. Reliability Test ...................................................65
4.1.6. Tolerance and Variance Inflation Factor (VIF) Test
.......................................................................................67
4.2. Hypotetical Test ...............................................................68
4.2.1. Testing Hypothesis 1 ...................................................68
4.2.1.1. Pearsons Correlation Analysis ...............71
4.2.1.2. Regression Model Analysis ...........................73
4.2.2. Testing Hypothesis 2 ...................................................77
4.2.2.1. Pearsons Correlation Analysis ...............78
4.2.2.2. Regression Model Analysis ...........................79
4.2.3. Testing Hypothesis 3 ...................................................80
4.2.3.1. Pearsons Correlation Analysis ...............80
4.2.3.2. Regression Model Analysis ...........................81
4.3. Discussion ...............................................................81
Chapter 5: Conclusion and Recommendation ...........................87
5.1. Conclusion ...........................................................................87
5.2. Recommendation ...............................................................88
5.3. Limitations of Study ...............................................................89
5.4. Implication of Study ...............................................................90
5.4.1.Theoretical Implication of Study ...........................91
5.4.2.Policy Implication ...................................................92
References .......................................................................................93
Appendix .....................................................................................102
국문초록 .....................................................................................109
Acknowledgement .........................................................................111
List of Tables
Table 2.1. Motivational Theories ...................................................19
Table 3.1. Measurement and Data Sources of the Variables in the Study
...................................................................................................44
Table 3.2. Table of Methodology ...................................................48
Table 4.1. Respondents Characteristics .......................................51
Table 4.2 Simple Statistics of Job Motivation ...........................54
Table 4.2.a. Demographic Category Comparisons for Employees
Motivation .......................................................................................55
Table 4.3. Simple Statistics of Transformational Leadership ...57
Table 4.4. Average Score of Transformational Leadership ...............58
Table 4.3.a. Demographic Category Comparisons for Transformational
Leadership .......................................................................................59
Table 4.5. Simple Statistics of Transactional Leadership and Laissez-
faire Leadership ...........................................................................61
Table 4.5.a. Demographic Category Comparisons for Transactional
Leadership .......................................................................................62
Table 4.5.b. Demographic Category Comparisons for Laissez-faire
Leadership .......................................................................................64
Table 4.6. Cronbach Coefficient Alpha
...................................................................................................65
Table 4.7. Tollerance and VIF Coefficients .......................................67
Table 4.8. Correlation of Transformational Leadership, Transactional
Leadership, Laissez-faire Leadership, and Job Motivation ...............68
Table 4.9. Analysis of the Casual Relationship Between Job Motivation,
Transformational Leadership and Control Variables
...................................................................................................70
Table 4.10. Pvalue of Job Position ...................................................76		-
dc.language.isoeng-
dc.publisher서울대학교 대학원-
dc.subjectTransformational Leadership-
dc.subjectEmployee's Motivation-
dc.subjectIndonesia-
dc.subjectthe Cabinet Secretariat-
dc.subject.ddc351-
dc.titleThe Relationship Between Transformational Leadership and Employee's Motivation in Indonesian Central Government-
dc.title.alternative인도네시아 중앙정부의 혁신적 리더십과 공무원 동기부여 간 관계: 인도네시아 내각을 중심으로-
dc.typeThesis-
dc.typeDissertation-
dc.contributor.AlternativeAuthor안드리안-
dc.contributor.department행정대학원 글로벌행정전공-
dc.description.degreeMaster-
dc.date.awarded2019-08-
dc.title.subtitleCentering on the Cabinet Secretariat of the Republic of Indonesia-
dc.identifier.uciI804:11032-000000156895-
dc.identifier.holdings000000000040▲000000000041▲000000156895▲-
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