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

[email protected]

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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