Abstract:
The study aims to identify transactional transformational styles in the HCGAESR division, and know what factors form the transformational leadership of transactional on the HCGAESR division, a company engaged in heavy equipment. Division managers do not yet know what kind of leadership to use during this time, seeing division developments in a relatively short period. The number of samples in this study was 30 HCGAESR employees in heavy vehicle companies. The methods used in this study used a quantitative approach with the help of statistical software SPSS 25.0. The average result of each transformational leadership variable as follows. First, idealized attributes 3.5. Next, idealized influence 3.9. Then, inspirational motivation 4.0. After that, intellectual stimulation 3.9, and the last individualized consideration 3.8. For a transactional leadership variable is a contingent reward with 3.4. Then, management by Exception active 3.7. And management by Exception passive is 3.7. Based on the average of each variable of transformational and transactional leadership styles. Transformational Leadership Styles get results of 19.2. And transactional leadership styles get a result of 10.8. And there are also factors formed in the transformational-transactional leadership which And there are also factors that are formed in the transformational leadership-transactional where IDEA 56.6% variation, IDEI 47.8% variation, INMO 58.8 variation, INST there are two factors, the first factor with 42.4% variation and the second with 25.2% variation, INCO 62.8% variation, CORE 68.7% variation, MAEA 50.6% variation, and MAEP 59.8% variation. Then this research can be concluded that the leadership style in HCGAESR division is transformational-transactional. But more dominant transformational leadership style
