Perception of Transformational Leadership, Organizational Commitment, and Readiness for Change through Psychological Capital as a Mediator in Civil Servants

The current changes are so rapid that organizations are required to adapt quickly so that the existence of the organization is maintained, the organization can adapt quickly the key is readiness for change if employees are not ready then the change will be hampered. This study aims to test the mediating role of psychological capital in the relationship between perceptions of transformational leadership and organizational commitment to readiness for change. A total of 252 respondents were involved in this study from several local government agencies in the city of Surabaya using random sampling techniques. The analysis method used is path analysis used in hypothesis testing and it was found that perceptions of transformational leadership are significant to employee readiness for change p = <.001, organizational commitment is significantly related to readiness for change p = <.001, psychological capital is not significant to readiness for change 0.140>.001 and psychological capital cannot mediate the relationship between perceptions of transformational leadership and organizational commitment to employee readiness for change 0.153>p.001, perceptions of transformational leadership are significantly related to psychological capital <.001 and organizational commitment is significantly related to psychological capital <.001. So it can be concluded that the variables of perception of transformational leadership and organizational commitment are directly related without going through the psychological capital variable as a mediator and psychological capital is not significantly related to employee readiness for change.