Proceedings of the 8th International Conference on Intellectual ...

Table 5: Simple Linear Regression Test Results
Irra Chrisyanti Dewi
Unstandardized
Coefficients
Variable
Β Std. Err t Sig.t
(Constant)
Organizational
3.934 0.307 12.821 0.000
Learning
Model <strong>of</strong> Result
3.434 0.064 0.538 0.592
R R 2 Adj R 2
0.47 0.002 -0.005
Based on Table 5, <strong>the</strong> results <strong>of</strong> simple linear regression analysis equation formulation is obtained as
follows:
Y = 3934 + 3434 X
From <strong>the</strong> equation it means that organizational learning has a significant relationship with
transformational leadership style, when transformational leadership style adopted by <strong>the</strong> Head <strong>of</strong> <strong>the</strong>
University Library in Surabaya right and as expected by members <strong>of</strong> library staff and in accordance
with <strong>the</strong> objectives <strong>of</strong> each college . So when a transformational leadership style increased by 10,
<strong>the</strong>n <strong>the</strong> learning organization is:
Y = 3,934 + 3,434 (10) = 38,274
From <strong>the</strong> regression equation above can be concluded that transformational leadership style has a
significant relationship with organizational learning at 38,274.
Head <strong>of</strong> Libraries that use elements such as transformational leadership to inspire, motivate and
facilitate <strong>the</strong> renewal strategy by empowering <strong>the</strong>ir staff members to question old assumptions,
consider <strong>the</strong> change as a process and give staff an opportunity to express <strong>the</strong>mselves and create a
vision <strong>of</strong> future possibilities interesting for <strong>the</strong>mselves and for <strong>the</strong>ir interests. At this time, librarians
must manage <strong>the</strong> traditional information services and develop new services that may only exist
through <strong>the</strong> use <strong>of</strong> technological advances. This implied that <strong>the</strong>re is in <strong>the</strong> view <strong>of</strong> leadership and
organizational learning Vera and Crossan (2004) is a concept that transformational leadership is
important at different points in <strong>the</strong> organizational life cycle. In particular, transformational leadership
will work best when an organization experiencing rapid changes.
Head <strong>of</strong> Library Ability to adapt leadership style depends on many factors. Differences in education,
managerial experience, years <strong>of</strong> entry as personnel <strong>of</strong> libraries, personal values and o<strong>the</strong>r factors may
have a significant impact on <strong>the</strong> ability or willingness Head <strong>of</strong> <strong>the</strong> Library to move to <strong>the</strong> transactional
or transformational style. Variations <strong>of</strong> leadership style and effectiveness <strong>of</strong> leadership in libraries and
private library sectors seems inevitable. If <strong>the</strong> transformational leadership style is more effective when
large changes occur, as stated in <strong>the</strong> literature. Fur<strong>the</strong>rmore, transformational leadership skills,
according to Bass (1990) can be studied. As has been stated in this study, most <strong>of</strong> <strong>the</strong> Head <strong>of</strong>
Library librarian switch to transformational leadership style. However, <strong>the</strong> depth and speed <strong>of</strong> this
displacement in all <strong>the</strong> libraries in Indonesia is still unclear. Analysis <strong>of</strong> questionnaires that were
distributed showed that transformational leadership style characterized by his charisma, intelligence
stimulation <strong>of</strong> members <strong>of</strong> staff and leadership style that considers <strong>the</strong> opinions <strong>of</strong> staff members.
Individualized influence
Head <strong>of</strong> University Library staff members in Surabaya perceived as <strong>the</strong> highest rating, that he is
an admired model subordinates. This is because he is facilitating <strong>the</strong> work team with a library full
<strong>of</strong> confidence, thus achieving <strong>the</strong> enthusiasm on <strong>the</strong> mission, goals, and objectives <strong>of</strong> <strong>the</strong> library
itself. In addition, <strong>the</strong> Head <strong>of</strong> <strong>the</strong> University Library is perceived in leadership always consider <strong>the</strong>
moral and ethical issues when making decisions.
Inspirational motivation
In this indicator, Head <strong>of</strong> <strong>the</strong> University Library is <strong>the</strong> highest perceived he had an understanding
that change is not something to be feared. By bringing to focus and lead members <strong>of</strong> his staff to
anticipate and study <strong>the</strong> possibility <strong>of</strong> <strong>the</strong> emergence <strong>of</strong> new services. Head <strong>of</strong> <strong>the</strong> University
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