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All Journal Management Studies and Entrepreneurship Journal (MSEJ) Journal Research of Social Science, Economics, and Management
Henndy Ginting
Institut Teknologi Bandung
Decision Sciences, Operations Research & Management Environmental Science

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The Influence Of Leadership Styles And Innovation Culture On Employee Creativity Level In Continuous Improvement Program Cycle At Pertamina Hulu Rokan Grahan Rizka Pradita; Henndy Ginting
Management Studies and Entrepreneurship Journal (MSEJ) Vol. 6 No. 4 (2025): Management Studies and Entrepreneurship Journal (MSEJ)
Publisher : Yayasan Pendidikan Riset dan Pengembangan Intelektual (YRPI)

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Abstract

Pertamina Hulu Rokan is a new entity in the Upstream Subholding, Pertamina Hulu Energi which has a working area on the island of Sumatra. Most of its working area is in Pekanbaru, which is the work area of Ex. Chevron Pacific Indonesia (CPI). Pertamina Hulu Rokan is faced with the challenge of oil and gas production that must be sustained to maintain production sustainability. Continuous Innovation activities are activities that are routinely carried out by workers at Pertamina Hulu Rokan. This culture of innovation has taken place to maintain the performance of oil and gas production activities. The Innovation Culture that was formed was the Continuous Improvement Program (CIP). Every worker in the Zone 1, Zone 4, and Rokan Zone work areas makes innovations to produce value creation that is beneficial for the company in terms of revenue growth, cost saving, and cost avoidance. The number of innovations produced by workers is not always the same, and some do not exceed the innovation target set by the company. The role of leadership styles in the implementation of innovation culture is urgently needed as a role model for workers in making innovations independently. This study uses a quantitative approach, namely by conducting a questionnaire with variables Transformational Leadership, Transactional Leadership, Creativity, and Culture Innovation. The distribution of questionnaires was carried out thoroughly to workers from various functions located in the work areas of Head Office, Zone 1, Zone 4, and Rokan Zone. The results of the questionnaire were analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM) to find out and evaluate which variables are significant and have the greatest influence on the management of innovation culture in PHR today. This research focuses on the most dominant Leadership Style so that the right strategies and solutions can be identified to increase the number of innovations with the aim of increasing value creation for the company. The results of this study show that Tranformational Leadership and Transactional Leadership have a significant impact on the culture of innovation, but Transfromational has a significant impact on the culture of innovation.
Direct Manager-Employee Relationship and Job Satisfaction in Start-Up Businesses Rachel Natalie G. Simanjuntak; Henndy Ginting
Journal Research of Social Science, Economics, and Management Vol. 5 No. 5 (2025): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i5.1222

Abstract

Start-up businesses, characterized by lean structures and limited resources, necessitate multifaceted roles for managers, often leading to informal human resource responsibilities. This research explores three key questions: how manager-employee relationships are formed in start-ups, what job satisfaction entails in such environments, and the relationship between the quality of these interactions and employee job satisfaction. Given that start-ups often lack formal HR structures, strong relational foundations are critical for engagement and organizational stability. The study employs a qualitative approach, utilizing semi-structured interviews with participants from various Indonesian start-ups. NVivo software facilitated coding and thematic analysis, grounded in the Leader Member Exchange (LMX) theory and Job Satisfaction theory by McShane and Von Glinow. Findings reveal that quality relationships are defined by trust, respect, and obligation, with trust emerging from employees' confidence in managerial competence, while respect is shown through acknowledgment and fairness. Job satisfaction is influenced by job characteristics, supportive work environments, and emotional experiences. Despite heavy demands, employees experience high satisfaction when interpersonal support is prevalent. A strong connection between LMX and job satisfaction suggests that relational quality can mitigate structural limitations, ultimately enhancing employee well-being in early-stage organizations. This research offers insights for strengthening relational practices, highlighting the significance of manager-employee relationships in influencing job satisfaction.
Co-Authors Grahan Rizka Pradita Rachel Natalie G. Simanjuntak