VALUES, ATTITUDE TO CHANGE, AND LEADERSHIP EFFECTIVENESS OF EXECUTIVE OFFICER IN SOUTHERN SUMATRA

This study aimed to determine the influence of leadership values on the leader attitude to change and the leadership effectiveness. The population in this study were 334 large-scale manufacturing industries in Southern Sumatra, Indonesia, where a sample of 110 industries was selected and determined by the proportional stratified random sampling method. Respondents in this study amounted to 660 people consisting of CEOs and staff under the CEO. The instrument in measuring variables in this study was questionnaires distributed to respondents. The results showed that the dimensions of leadership values in the form of openness to change and selfimprovement had a significant effect on the leader attitude to change, while the dimensions of self-transcend and conservation did not have a significant influence on the leader attitude to change. Research also showed that conservation had a significant influence on subordinate commitment, while other dimensions of leadership values had no significant effect on subordinate commitment. Further research results also showed that self-improvement had a significant effect on the subordinate attitude to change, while the dimensions of other leadership values did not significantly influence subordinate attitude to change