Annotated Bibliography
International Journal of Human Capital Management E-ISSN 2580-9164 Vol. 1, No.2 , December 2017, p 52-60
Available online at http://journal.unj.ac.id/unj/index.php/ijhcm
52 Copyright © 2017, PPs UNJ Publisher
THE IMPACT OF VISIONARY LEADERSHIP, LEARNING ORGANIZATION AND
INNOVATIVE BEHAVIOR TO PERFORMANCE OF CUSTOMS AND EXCISE
FUNCTIONAL
Muhammad Anshar
Tanjung Priok Customs and Excise Service Office
muh_anshor@yahoo.co.id
Abstract
This research aims to determine the impact of visionary leadership, learning organization,
and innovative behavior on the performance of Functional Officers of Customs and Excise Inspectors
at Tanjung Priok Customs and Excise Main Service Office. The research was conducted at Tanjung
Priok Customs and Excise Service Office using the number of samples of 78 Functional Officers of
Customs and Excise Inspectors. The sample was selected using simple random sampling technique.
Data collection was done by using questionnaire and data analysis using path analysis. The results
showed that 1) visionary leadership, learning organization and innovative behavior have a direct
and positive impact on performance, 2) visionary leadership, and learning organization have a direct
and positive impact on innovative behavior and 3) visionary leadership have a direct and positive
impact on learning organization. The conclusion of this research is to improve the performance of
Functional Officer of Customs and Excise Inspectors at TanjungPriok Customs and Excise Main
Service Office, it is necessary to increase the aspect of visionary leadership from Head of Main
Service Office, learning organization at Main Service Office and innovative behavior at Functional
Officers of Customs and Excise Inspectors.
Keywords : visionary leadership, learning organization, innovative behavior, and Performance.
One of the vertical offices of the Directorate General of Customs and Excise which has
considerable activity in import and export activities is the Tanjung Priok Customs and Excise Main
Service Office. Tanjung Priok Main Customs Service Office becomes a barometer in performance
appraisal of the Directorate General of Customs and Excise because this office has activities both in
terms of volume and the largest number in Indonesia. From the state revenue side can be seen on the
table 1.2 below:
Table 1.2Target dan Realization of Import Duty, Export Duty and Excise Tanjung Priok
Customs and Excise Main Service Office
From the above table it is known that in 2014, Tanjung Priok Customs and Excise Main
Service Office can realize its target of only 88.11% of total Revenue(import duty, export duty and
excise) of Rp18,108.48 Billion. While in 2015, the realization of nominal revenue is smaller than in
2014 and the realization is only reached 81.74% of the target revenue 2015.The low realization of the
target in 2014 and 2015 may be affected by the performance of Functional Officers of Customs and
Excise Inspectors tasked with conducting research of import documents at Tanjung Priok Customs
and Excise Service Office. According to the Regulation of the Minister of Finance No. 184 /
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
53
PMK.04/ 2014 on Technical Guidelines for the Functional Officials of Customs and Excise Inspector
and Credit Score, the Customs and Excise Inspector is a Civil Servant who is fully functionally
assigned, duties, powers and entitlements Authorized officials to carry out customs and excise
inspections, prevention of violations of laws and criminal investigations in the field of customs and
excise. The elements of customs and excise inspection activities consist of: receipt of documents,
document examination, Inspection of goods, Body check, Inspection of carrier means, Inspection of
buildings and installations,verification of documents,and customs and excise audits. Thus the role of
functional officials is vital, so the performance of functional officers of the Customs and Excise
Inspector greatly determines the performance of DGCE as a whole.
However, the pre-research orientation at the Tanjung Priok Main Service Office of Customs
and Excise shows that there are still Functional Officers of Customs and Excise Inspectors who are
less able to demonstrate their best working behavior, such as lack of enthusiasm in work, unable to
empower the potential possessed by the examiner optimally, Lack of dedication in striving for DGCE
goals. In addition, the performance of Functional Officials of Customs and Excise Inspectors also
indicates less than the maximum. This can be seen from:
1. The value of findings for examination documents imports are declining. In 2013, the findings of
import document examination reached Rp 1.09 trillion, while in 2014 it only reached Rp 1.03
trillion and in 2015 only reached Rp 0.76 trillion or the value of findings decreased by 5.5% and
26.2% respectively in 2014 and 2015. The decline in these findings contributes to the non-
achievement of the target of receiving the Main Service Office of Customs and Excise Tanjung
Priok in 2014 and 2015.
2. Increasing of Audit finding in 2014 and 2015 in the post clearance audit indicated that Customs
and Excise Functional Official less careful in conducting examination of import document.
Based on the above explanation, it is need to improve comprehensive in order to increase
Functional Officials performance. Increasing on Functional Officials performance will be effected to
state revenue increasing. The improvement are needed on leader side such as visionary leadership on
head of customs and excise main service office, on the office side such as learning organization on
Tanjung Priok customs and excise main service office and on functional officials side such as
innovative behavior. So that, this research focused to visionary leadership, learning organization and
innovative behavior relating the performance of functional officials
Many definitions are advanced by experts relating performance. According to Ivancevich,
Konopaske, and Matteson [1]
said that Performance is a unity of work associated with employee
behavior designed to achieve organizational goals. Whereas, Aguinis [2]
states that Performance is
about behavior or what employees do, not about what employees produce or the results of their work.
Brumbrach as quoted by Armstrong [3]
stated that performance has a meaning of behavior and results.
Behavior comes from executors and transfers performance from abstract to action. Not only
instruments for results, behavior is also the result of itself a mental product and the application of
physical effort to the task and can also be judged part of the result. Colquiet, Lepine, and Wesson [4]
affirm that performance is a series of employee performance that contribute both positively and
negatively to the achievement of organizational goals. This definition of performance includes
behaviors that control employees, but the behavior has restrictions on the behavior both relevant (and
irrelevant) to job performance.
Based on the above description, it can be synthesized that performance is the behavior of a
person displayed in completing the task as the organization rule, with an indicator: persisting with
enthusiasm and expending more effort, doing activities that formally become his duty, assisting and
cooperating with other employees, To follow organizational rules and procedures, and to cultivate,
support and defend the goals of the organization.
Komariah and Triatna [5]
argue that visionary leadership is the ability of leaders to create,
formulate, communicate and implement ideal thoughts derived from him or as a result of social
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
54
interaction among members of the organization and stakeholders who are believed to be the ideals of
the organization in the future that must Achieved and realized through the commitment of all
personnel. According to Marno [6]
Visionary leaders are leaders who have and always oriented to the
future, what would want to be realized in the future of the reality being faced. For the visionary
leader, when he saw the stone for example. In his mind was the desire to make a big house and
magnificent. The visionary leader is important and determines the life of the organization.
Furthermore Marno, the ability of leaders to create a vision and translate it into reality is called
visionary leadership. Visionary leadership is an attractive target so that commitment and all
personnel to achieve it. Leaders must formulate their own vision by involving people or teams to help
formulate them. Vision can include quantitative goals such as targets expressed as percentages, or
can state years of achievement, and may also only describe future conditions to be achieved.
On the other hand, Goleman [7]
argues that visionary leadership is a leadership pattern that
seeks to encourage people toward dreams along with the most positive and most appropriate
emotional climate impacts used when change requires a new vision or when a clear direction is
needed. This means that visionary leadership is needed in changing organizational conditions and
requires a new vision or vision change.
Thus visionary leadership can be synthesized that visionary leadership is a leader action that
can influence or encourage others to create and articulate realistically, credibly and attractively about
future visions that can improve the current state, with indicators: setting superior standards and
reflecting High ideas, clarify goals and direction, inspire spirit and keep commitment, have good
pronunciation and easy to understand (effective communication), reflect the uniqueness of different
organizations and competencies, and have a strong determination to realize the ideals.
According to Tjakraatmadja, Hidayat and Lantu [8]
, learning organization can be defined as an
organization that has the ability to always improve performance in a sustainable and cyclical manner,
because its members have individual commitment and competence that is able to learn and share
knowledge at superficial and substantial level.whereas according to Robbins and Coutler [9]
, learning
organization is an organization that has evolved its capacity to constantly learn, adapt and change.
Senge as quoted by Armstrong [10]
argues that "learning organization as a whole where people continue
to develop the capacity to make a result they really want, where a new, elastic mindset can be
maintained, where free responses are collected, and where people People learn how to learn together
continuously. Understanding the learning organization also proposed by Jones [11]
which says Learning
organization is an organization that deliberately design and build structures, cultures, and strategies
so as to enhance and maximize the potential learning organization that is underway. While Drafke [12]
sees Learning organization as an organization focused on improving learning and knowledge
disseminated throughout the company. Greenberg and Baron [13]
explain that the Learning
organization is an organization that successfully obtain, process, and apply knowledge that can be
used to assist in adapting to a change. In line with the views of Greenberg and Baron above, Certo
and Certo [14]
argue, Learning organization is a good organization in creating, acquiring, and
transferring knowledge, and modifying behavior to reflect new knowledge.
Learning organization is also defined by Garvin as quoted Tjakraatmadja and Lantu [15]
,
essentially explaining that learning organization is an organization that has the ability to create and
build knowledge / information organization through the process of knowledge transformation from
individual competence to knowledge organization (human capital). Learning organizations are able to
motivate all employees to be willing and able to improve their daily behaviors, reflected in paradigm
improvements (views and ways of thinking), as well as increased intelligence (balance between
intellectual, emotional and spiritual intelligence) and the expansion of employee insight.
Based on the above description it can be synthesized that the Learning Organization is an
organizational capability that continuously extends its capacity to create a truly desired outcome by
nurturing new thinking and expansion patterns, collective free regime aspirations, and how to learn
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
55
together, with indicators: managerial commitment, System perspectives, openness and
experimentation, as well as transfer and integration of knowledge.
The concept of innovative behavior, according to Carmeli, Meitar and Weisberg [16]
is a
gradual process in which individuals recognize a problem to derive new ideas and solutions, work to
advance and build support for it, and produce a prototype that is applied or a model to use and benefit
Organization or part thereof.
Innovative behavior is an innovation that is done individually. Scott and Bruce as quoted by
Cingöz and Akdo [17]
explain that individual innovation begins with the decline of ideas, namely the
production and use of new ideas in several domains. The next stage of the innovation process is the
promotion of ideas for potential merger. Once an individual generates an idea, then the individual
gets into a social activity finding friends, supporters, and sponsors or building a coalition of
supporters who give important powers to the realization of ideas. The final task of the innovation
process relates to the realization of an idea by producing a prototype or a perceived innovation model
and apex is applied in an overall work, group, or organization role.
West and Farr as quoted by Kleysen and Street [18]
explain that innovative behavior is an
individual action directed toward generating, introducing or applying new findings that are profitable
at every level of the organization. New findings such as the development of new product ideas or
technologies, change administrative procedures aimed at improving working relationships or
applying new ideas or technologies to work processes aimed at significantly improving efficiency
and effectiveness.
Based on the above explanation, it can be synthesized that innovative behavior is an
individual action directed to produce, introduce or apply new findings in the form of ideas and
solutions that benefit the organization, with indicators: exploring opportunities, generativity,
conducting informative investigations, championing and applying of new idea.
Based on the above matters, in general the purpose of this study is to reveal whether or not
the influence between variable variables studied, either direct or indirect influence with the
description as follows:
First, to determine whether there is a direct influence of visionary
leadership on performance, second To determine whether there is a direct
influence of learning organization on performance, Third, to determine
whether there is direct influence of innovative behavior toward
performance, fourth, to determine whether there whether there is direct
influence of visionary leadership toward innovative behavior, Fifth to
determine whether there is direct influence of learning organization to
behavior Innovative, and the last to determine whether there is a direct
influence of visionary leadership on learning organization.
METHOD
This research was conducted at Tanjung Priok Customs and Excise Service Office in January
until November 2016. This research used quantitative approach with survey technique. The
population of this research is 98 Functional Official of Customs and Excise Inspector. Sampling was
done by using simplerandom sampling technique. The research data collected through questionnaires,
including performance data, visionary leadership, learning organization, and innovative behavior.
RESULT
Based on the results of data processing research using SPSS Version 21.0 can be categorized
in three condition as follow:
1. The Impact of Visionary Leadership (X1), Learning Organization (X2) and Innovative
Behavior (X3) on Performance (Y) of Customs and Excise Functional Official.
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
56
Table 1: The result of regression of Variabel X1, X2, X3 and Y
Coefficients a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) 46.133 7.760 5.945 .000
KEP_VISIONER .281 .066 .333 4.278 .000
LEARNING_ORG .244 .049 .395 5.015 .000
INNOVATIVE BEHAVIOR .121 .033 .299 3.661 .000
Dependent Variable: KINERJA Based on above Table, it as acquired that path coeffisient of visionary leadership (X1) on
performance (Y) is 0.333 with thitung value is 4.278, while ttablevalue is 1.993. as thitung value is
greater than ttablevalue, Ho is rejected and H1 is accepted. So that, it can be concluded that visionary
leadership (X1) has direct and positive impact to performance (Y).Whereas, path coeffisient
calculation of learning organization (X2) on performance (Y) is 0.395 with thitung value is 5.015,
while ttable valueis 1.993. as thitung value is greater than ttable value, Ho is rejected and H1 is
accepted. So that, it can concluded that learning organization (X2) has direct and positive impact to
performance (Y).While, path coeffisient calculation of innovative behavior (X3) on performance (Y)
is 0.299with thitung value is 3.661, while ttable valueis 1.993. as thitung value is greater than ttable
value, Ho is rejected and H1 is accepted.So that, it can concluded that innovative behavior (X3) has
direct and positive impact to performance (Y).
2. The Impact of Visionary Leadership (X1), and Learning Organization (X2) on Innovative
Behavior (X3) of Customs and Excise Functional Official.
Table 2: The result of regression of Variabel X1, X2, X3 and Y
Coefficients a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) -38.970 26.786 -1.455 .150
KEP_VISIONER .675 .216 .323 3.121 .003
LEARNING_ORG .543 .158 .356 3.437 .001
Dependent Variable: PERILAKU_INOVATIF Based on above Table, it as acquired that path coeffisient of visionary leadership (X1) on
innovative behavior (X3) is 0.323with thitung value is 3.121, while ttable valueis 1.993. as thitung
value is greater than ttable value, Ho is rejected and H1 is accepted.So that, it can concluded that
visionary leadership (X1) has direct and positive impact to innovative behavior (X3) .Whereas, path
coeffisient of learning organization (X2) on innovative behavior (X3) is 0.356with thitung value is
3.437, while ttable valueis 1.993. as thitung value is greater than ttable value, Ho is rejected and H1
is accepted. So that, it can concluded that learning organization (X2) has direct and positive impact to
innovative behavior (X3).
3. The Impact of Visionary Leadership(X1 on Learning Organization(X2) of Tanjung Priok
Customs and Excise Main Service Office.
Table 3: The result of regression of Variabel X1, X2, X3 and Y
Coefficients a
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
57
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) 56.728 18.318 3.097 .003
KEP_VISIONER .539 .144 .393 3.731 .000
Dependent Variable: LEARNING_ORG
Based on above Table, it as acquired that path coeffisientof visionary leadership (X1) on
learning organization (X2) is 0.393with thitung value is 3.731, while ttable valueis 1.993. as thitung
value is greater than ttable value, Ho is rejected and H1 is accepted. So that, it can concluded that
visionary leadership (x1) has direct and positive impact to learning organization (X2).
DISCUSSION
The result of statistical examination shows that visionary leadership has a direct and positive
influence on performance. It is understandable that employee performance will be greatly influenced
by the leadership of a leader. The visionary leader can encourage his employee to improve their
performance in order to achieve the vision and mission desired by the leader. The results of this study
reinforce previous research conducted by Juhana and Ambarsari [19]
who examined the Department of
Mining and Energy of West Java Province involving 107 samples. The results showed that visionary
leadership affect performance through job satisfaction variable of 0.746. Thus visionary leadership
greatly affects the performance of employees of the Department of Mining and Energy of West Java
Province. Other Research conducted by Cheema, Akram and Javed who examines the effect of
employee engagement and visionary leadership on job satisfaction and employee performance at 22
restaurants in Pakistan. The results show that visionary leadership has a direct and positive influence
on job satisfaction and employee performance. The results of this research and some previous
research also reinforce the opinions of experts on the importance of visionary leadership on
performance. The opinions expressed among others by Komariah and Triatna (2006) suggest that
visionary leadership is the ability of leaders to create, formulate, communicate and implement ideal
ideas derived from him or as a result of social interaction among members of the organization and
stakeholders who are believed to be ideals The organization in the future that must be achieved and
realized through the commitment of all personnel. Another opinion presented by Goleman (2004)
suggests that visionary leadership is a leadership pattern that seeks to encourage people toward
dreams along with the most positive and most appropriate emotional climate impacts used when
Visionary
Leadership (X1)
Innovative
Behavior (X3)
Learning
Organization (X2)
Performance (Y)
Py2 = 0.395
Py1 = 0.333
Py3 = 0.299
Py2 = 0.393
P21 = 0.323
P32 = 0.356
Figure 1. Scheme of Research
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
58
change requires a new vision or when a clear direction is needed. This opinion holds that visionary
leadership is very important in driving the behavior of others or employees to improve their
performance.
The results of statistical examination show that the learning organization has a direct and
positive effect on the performance. This confirms in previous research that states that learning
organization will improve employee performance. The study was conducted by Salim and Sulaiman [21]
which the results prove that the learning organization contributes to the performance. Research
conducted by Ambula, Awino, and K'Obonyo (2016) [22]
to 108 manufacturing companies in Kenya
proves that learning organization has a direct and significant impact on the company's financial and
nonfinancial performance. Research conducted by Ratna et al [23]
to 50 managers of consulting firms
show that organizational performance is influenced by learning organization. The results of this study
are also reinforced by the opinion of Tjakraatmadja and Lantu (2006) which says that the learning
organization is able to motivate all employees to be willing and able to improve their daily behavior,
which is reflected in the improvement of perspective and thinking, and increase the intelligence and
expansion of employees' insight. Another opinion by Mondy (2008) which states that the learning
organization in a company will make the company realize the importance of training and
development related to sustainable performance and willing to take appropriate action. The opinion
of experts is essentially stated that the implementation of learning organization will cause employee
performance will increase.
On the other hand, the test results on statistical examination that innovative behavior has a
direct and positive effect on performance. The results of this research support research that has been
done before, such as Marques and Ferreira (2009) [24]
which the results show that innovative behavior
affect the company's performance. His research took place in a traditional industrial area of Portugal.
The results of his research, among others, concluded that the company's innovation ability
significantly influence the company's performance. Another research was conducted by Gunday et
al [25]
who conducted research on 184 manufacturing companies in Turkey. The result of his research
concludes that innovation has an effect on company performance. The results support expert opinion
on innovative behavior which states that innovative behavior is ultimately aimed at improving
organizational performance through enhancement of individual performance. With innovative
behavior, employees can solve problems they encounter through the discovery of new ideas and
implement the idea that will improve the performance of these employees. Such opinions include
Carmeli, Meitar and Weiberg (2006) who stated that innovative behavior means a gradual process in
which the individual recognizes a problem to derive new ideas and solutions, works to advance and
build support for it, and produce a prototype that is applied or a model for Used as well as benefit the
organization or part thereof. Another opinion was expressed by West and Farr as quoted by Kleysen
and Street explaining that innovative behavior is an individual action directed toward generating,
introducing or applying new, beneficial findings at every level of the organization.
Other test results state that visionary leadership has a direct and positive influence on
learning organization. These results reinforce the results of previous research which states that
visionary leadership has an influence on learning organization. The study was conducted by Schiena
et al [26]
who conducted military leadership research that was associated with the Learning
Organization. The results of his research show that leadership influences the learning organization
both transformational leadership and transactional leadership. While research conducted by Demiricil
et al [27]
who conducted research on 124 Employees in Altintas, Turkey. The results showed that
visionary leadership had a direct positive effect on the dimension of Learning Organization. The
results of this study are also in line with the opinions of experts such as Goleman (2004) who argue
that visionary leadership is needed in changing organizational conditions and requires a new vision or
vision change. Similarly, Sadu (2015) argues that visionary leadership consists of four variables: a)
leaders, b) followers, c) situations and conditions, and d) organizational vision and mission.
InternationalJournal of Human Capital Management, Vol. 1 (2), December 2017
59
Other tests show that visionary leadership has a direct and positive influence on innovative
behavior. This result confirms previous research conducted by Park, Moon and Hyun [28]
which states
that leadership has an effect on innovative behavior. Although this research only sees leadership only
and does not see from the aspect of visionary leadership, this research can give an idea that
leadership is very influential in the employee's innovative behavior. These results reinforce the
opinion of Sadu (2015) which states that visionary leadership has three aspects: a) high innovation, b)
creativity, and c) the courage to face risks. The opinion would like to emphasize that visionary
leadership will encourage employees to have innovative behavior.
Meanwhile, the results of testing on learning organization shows there is a direct and positive
influence on innovative behavior. This result concurs with the results of previous research conducted
by Liao, Fei, and Liu [29]
who sought to examine the link between knowledge inertia, organizational
learning and organizational innovation. The results of his research, among others, indicate that the
dimension of Learning Organization which includes the sharing of vision, openness of thought, and
commitment to learning have a positive and significant effect on the organizational innovation
dimension of both administrative and technical innovation. The results of this study also supported
by research Škerlavaj, Song, and Lee (2010) which proves that learning organization culture has a
strong positive influence on innovation.
CONCLUSION
The conclusions of the results of this study are 1) visionary leadership has a direct and
positive impact on performance. 2) learning organization has a direct and positive effect on
performance. 3) innovative behavior has a direct and positive effect on performance. 4) visionary
leadership has a direct and positive influence on innovative behavior. 5) learning organization has a
direct and positive effect on innovative behavior. 6) visionary leadership has a direct and positive
influence on the learning organization.With the above conclusions, Tanjung Priok Customs and
Excise Main Service Office should improve aspects of visionary leadership, learning organization
and innovative behavior in order to improve the performance of Functional Officials of Customs and
Excise Inspectors. The aspect of visionary leadership that needs to be improved is to set superior
standards and reflect high ideas, clarify goals and direction, inspire spirit and keep commitment, have
good pronunciation and easy to understand (effective communication), reflect the uniqueness of
different organizations and competencies, and have a strong determination to realize the ideals. For
the aspect of learning organization that needs to be improved is managerial commitment, system
perspective, openness and experimentation, and transfer and integration of knowledge. While aspects
that need to be improved on innovative behavior is to explore opportunities, generativity, conduct
informative investigations, fight for, and apply.
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