THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP ON INDIVIDUAL KNOWLEDGE ACQUISITION, AND EMPLOYEE'S CREATIVITY IN PT. PINDAD (PERSERO)

This article aims to discuss the effect of independent variables namely transformational leadership on the dependent variable, namely individual knowledge acquisition and employee creativity. The method used is explanatory research with a quantitative approach. Data obtained through questionnaires. The sampling process uses proportional random sampling with 80 respondents. The analysis used is SEM-PLS with Smart PLS 3.0 software. From the analysis it was found that: 1) transformational leadership has a significant influence individual knowledge acquisition; 2) transformational leadership has a significant effect on employee creativity: 3) individual knowledge acquisition has a significant effect on employee creativity; 4) transformational leadership variables has a significant influence employee creativity through individual knowledge acquisition. This result has the potential to be considered for the evaluation of leadership style and policy formulation by leaders in PT. Pindad that associated with increasing employee motivation and learning motivation. So that the ideals of PT. Pindad (Persero) to contribute to the GFP (Global Fire Power) ranks can be realized.


INTRODUCTION
Employee's creativity has benefits for both individual and organizations.That's why creativity research has been the main focus for more than four decades (Jain and Jain, 2017).Through the creativity of various solutions, it will appear to answer various challenges and problems that continue to change by the period.Further, the employee's creativity is a component of growth and competitiveness for a company (Singaribun and Effendi, 2006).Employee creative behavior is the production of new and useful ideas that raised by employees as a starting point for the creation of innovation (Moghimi and Subramaniam, 2013).
A company in Indonesia that integrates creativity content in its vision is PT. Pindad (Persero).This content is implicitly conveyed through the term innovation.This is theoretically to create innovation in the business field, then employees must have qualified creativity (Bagheri et al, 2013).Also considering that PT.Pindad (Persero), which is the only state-owned strategic industry in the field of defense equipment, has a large contribution in the field of state defense.It even influences the level of defense competitiveness in the eyes of the world.Therefore the leaders at PT. Pindad always strives to motivate all elements in the company to continue to develop themselves through operations, cooperation, and especially innovation which in the future will make a longterm contribution to Indonesia (Annual Report of PT.Pindad (Persero), 2017).However, there has been no evaluation of the leadership style adopted by the leaders of PT.Pindad (Persero), especially in the Munitions Division, Turen.
In other hand, when we view this case through Global Firepower (GFP) ranks in 2018, Indonesia has 15 th positions in the global scope.This position is still far below America and Russia which are in the 1st and 2nd positions.While in Asia, Indonesia's position is below Korea and Japan, which occupies the 7th and 8th positions.But in the scope of Southeast Asia Indonesia is located at the top level compared to other Southeast Asian countries such as Singapore and Thailand.Therefore a discussion on creativity related to PT Pindad's (Persero) vision in realizing product innovation as an effort to meet the needs of the state security system, as well as becoming a leading equipment and security manufacturer in Asia in 2023 through product innovation and strategic

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leader figure with his leadership style will contribute to the sustainability of the knowledge acquisition process.In the context of the current discussion, it is believed that one of the leadership styles in question is the transformational leadership style.As one example of the four dimensions inherent in transformational leadership, there is an idealized dimension of influence which in the opinion of Bass et al. (2003) that can be understood as the behavior of leaders who pay attention to each's needs for achievement and growth by acting as a coach or mentor.This illustrates that transformational leaders can become trainers and mentors for employees in the process of acquiring knowledge.
Furthermore, according to the results of research conducted by Politis (2002); Rahmatipour and Alipour (2015) that obtained the results of leadership style variables with characteristics of participatory behavior, mutual trust and respect for ideas produced by subordinates proved to have a stronger impact on the knowledge acquisition process compared to leadership style characterized by task-oriented leader behavior or autocratic.
Therefore, referring to some expert opinions and the results of research conducted by previous researchers, it can be concluded that there are influences and relationships between transformational leadership and individual knowledge acquisition.
From the explanation of the concept of the relationship between transformational leadership and individual knowledge acquisition, it can be illustrated that when in PT.
Pindad (Persero) is a leader with a transformational leadership style with his role as a mentor or trainer in the employee learning process, so he will encourage the creation of individual knowledge acquisition more optimally.Therefore, the first hypothesis in this study was arranged as follows: H 1 : Transformational leadership has a significant influence on individual knowledge acquisition in PT Pindad (Persero) Divisi Munisi Turen.

Transformational Leadership to Employee's creativity
Transformational leadership is one of the factors that can support the realization of an employee's creativity.According to Shin and Zhou (2003), One-key situational impact on creativity is leadership.In a transformational leader, four dimensions describe a leading figure with a transformational leadership style which includes idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation which can be called four I's (Bass et al., 2003).The four dimensions of leadership or four I's according to Suifan and Janini (2017) are dimensions that can influence or contribute to the emergence of creativity.According to Sosik et al. (1997) compared to other forms of leadership, transformational leadership is more influence in encouraging followers to think differently (out of the box) and to adopt generative and explorative thinking processes that produce more creative ideas and solutions.On the results of research conducted by Shin and Zhou (2003); Gong et al. (2009); Eisenbeiss and Boerner (2013); Suifan and Janini (2017) obtained a finding that shows that transformational leadership has a significant influence on employee creativity.
Referring to the relationship between transformational leadership and employee creativity, as well as several earlier studies that show the results that it can be drawn a temporary answer that when in The Munitions Division of PT.Pindad (Persero) Turen has a leader with a transformational leadership style.Next, the four dimensions described can encourage the realization of an open mindset or out of the box that will bring out creativity and innovation.So thus transformational leadership can be described as influencing the creativity of employees at Pindad.Based on the description previous stated by the experts and the results of research conducted by previous research, the following hypotheses can be formulated: H 2 : Transformational leadership has a significant influence on employee's creativity in PT Pindad (Persero) Divisi Munisi Turen.

Individual Knowledge Acquisition to Employee's creativity
Knowledge is a need that is never separated from human life.This is because, in essence, new knowledge will stimulate the occurrence and emergence of employee's creativity.Soda et al. (2017) argue that individual knowledge acquisition can influence an employee's creativity by influencing individual cognitive structures.A person's knowledge of a particular domain is important for the performance of creativity (Ford, 1996).Because to bring up new ideas that can be said to be creative or solutive requires qualified knowledge.According to Getzel (1975), the process of problem finding involves cognitive abilities to rearrange and redefine problems creatively.Furthermore, Ford (1996)

Transformational Leadership to Individual Knowledge Acquisition and Employee's creativity
Influence of transformational leadership can function as a person who can make individuals acquire knowledge and skills related to tasks, which are key components to achieving new ideas or products (Doeng et al.,2016).According to Jyoti and Dev (2015) leaders with transformational leadership style provide a lot of support for the learning and From the explanation of the concept of the relationship between transformational leadership and employee creativity through individual knowledge acquisition variables.
Then it can be described that when in PT.Pindad (Persero) there is a figure of the leader with a transformational leadership style with his role as a mentor or trainer in the learning process of employees will encourage the creation of individual knowledge acquisition more optimally.So that the increase in employee knowledge that encourages increased cognitive ability will influence the thought process that triggers new ideas (out of the box) or raises employee creativity.Therefore, based on various earlier studies and studies, the fourth hypothesis in this study arranged as follows:

RESEARCH METHODS
Based on the research objectives, that is to explain the influence of transformational leadership and individual knowledge acquisition on employee's creativity.Then the research method used is explanatory research with a quantitative approach.According to Singaribun and Effendi (2006)  accurately and minimize the occurrence of bias.The items in this study were measured using a 5-point Likert Scale (1 = Strongly Disagree and 5 = Very Set Uju).respondents, 31 -35 as many as 10 respondents, 41-45 as many as 6 respondents, 36-40 as many as 4 respondents, and the least percentage was respondents with an age range of 21-25 as many as 1 respondent .
For the classification of respondents based on the level of education, it can be seen in Table 3 which shows that respondents with a high school education level of 47 respondents (58.7%) were respondents who dominated the characteristics of respondents based on education level followed by respondents with bachelor degree education levels is 22 respondents (27.5%).In the classification of respondents based on the tenure presented in Table 3, it can be seen, respondents with a working period of 26-30year (33.7%) are the respondent who dominates the characteristics of respondents based on the period of employment.7 show the results of hypothesis testing both directly and indirectly.To find out further, the following will be discussed in each of the hypotheses in this study.First, influence TL (X) on KA (Y 1 ) shows a coefficient of 0.644 with a significant value of 0.000 smaller than 0.05 with a t-statistic value of 7.792 more than the t-table value of 1.991.The significance value in this study is less than 0.05 (P <α) therefore H0 is acceptable Ha is rejected.The first hypothesis (H1) of this study shows the significant influence of TL (X) variables on KA (Y1) which shows that transformational leader figures significantly influence individual knowledge acquisition.
This result is in line with the opinion Politis (2002) that there are links between several leadership styles to the influence of employee knowledge acquisition.One of the leadership styles is transformational leadership, in the opinion Bass et al., (2003) through the idealized dimension of influence leaders to pay attention to each's needs for achievement and growth by acting as a mentor or coach.
This is what underlies that leadership with transformational style influences the acquisition of employee knowledge by encouraging employees to carry out knowledge acquisition processes.Furthermore through the inspirational motivation dimension Leaders behave by motivating people around them, by giving meaning and challenges to the work of their followers.The spirit of individuals and teams is intrigued.Enthusiasm and optimism are displayed.The leader encourages followers to imagine interesting future conditions, which followers can finally dream of).From the inspirational motivational dimension, the enthusiasm of employees to carry out the knowledge acquisition process will be aroused, this is also inseparable from how the leader provides a picture in the future if the knowledge acquisition process can be taken seriously.
Referring to PT. Pindad (Persero) as a strategic company engaged in providing defense equipment countries with cultures that tend to be mechanistic and culturally close to military organizations will certainly have a rule that is a bit straight with authoritarian leaders, but in reality there is a possibility that there is a leader with a transformational leadership style so that the process of knowledge acquisition in the company can be The influence of TL (X) on K (Y2) shows the path coefficient value of 0.455 with a significance value of 0.000 (<0.05) and the t-statistic value of 4.333 is greater than the t-table value (> 1.991).The significance value indicates a value less than <0.05 (P <α)

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therefore H0 is accepted and Ha rejected.The second hypothesis (H2) in this study shows the significant influence of TL (X) on K (Y 2 ).This result is in line with the opinion Shin and Zhou (2003) which states that the one key situational impact on creativity is leadership.This basis reinforces that a leader is a determining factor in creating creativity.
If studied, leaders have a diverse leadership style, but in this context, transformational leaders are the right leadership style.This is because in a transformational leader there are four dimensions that describe a leading figure with a transformational leadership style which consists of idealized influence, individualized consideration, intellectual stimulation, inspirational motivation (Bass et al., 2003).The four dimensions of transformational leadership are instruments of transformational leadership that can influence employee creativity.
Through the transformation of intellectual stimulation, transformational leaders stimulate followers to try to innovate and be creative by questioning assumptions, reformulating a problem and using a new approach to a long-established situation.New creative ideas and solutions to problems that are collected by followers, those included in the process of damaging problems and finding solutions).Furthermore, through idealized influence, these leaders were admired, respected, and trusted.Followers identify with and want to emulate their leaders.Among the things that leaders do to get awards from their followers is to consider the needs of followers for their own needs.
Leaders share risks with followers and are consistent in leading by paying attention to basic things such as ethics, principles, and values.If the leader has a creative nature, it can be said that the employee will be inspired to become a creative figure similar to their leader.When viewed from the condition of the employee, PT Pindad (Persero) Division of Munitions is being and has carried out a creative process that produces an idea or idea, policy, method, or an innovation that can eventually be applied to support the company in the face of competition.The form of creativity carried out by employees can be seen through the results of the annual report of PT.Pindad (Persero) 2017.From the annual report listed in the award section of the innovation results, the Munition Division received an award for the findings of the ideas and work process design of an object or function of work including "modification and multifunction of 5 caliber munition stacking machines, delay (modern technology safe and efficient), MU splashes save KU and optimization of the process of making metallic box supporting houses from 4 processes to 3 processes ".
The findings illustrate that the Division of Munitions has carried out the creative process to increase the value of a work process, product or production machine that is used to support the company's production activities.The process is certainly inseparable from the role of the leader who can facilitate, provide encouragement and become a mentor to employees so that ultimately able to make employees motivated to be more  The influence of KA (Y 1) on K (Y 2) shows the path coefficient value of 0.416 with a significance value of 0,000 (<0.05) and statistical value of 4.278 greater than the value of t-table (> 1.991).The significance value of this study shows a value of less than 0.05 (P <α) therefore H0 is accepted and Ha is rejected.The third hypothesis (H3) of this study shows the significant influence of the KA variable (Y 1) on K (Y 2).These results indicate that the knowledge acquisition process can stimulate employees to be more creative.(Ford, 1996) argues, when someone acquires or produces diverse knowledge, it will increase the ability of individuals (employees) to acquire new knowledge and utilize that knowledge in creative ways.Source of knowledge at PT. Pindad is diverse both obtained through formal and non-formal processes and has also been emphasized in the company's value system regarding "learning" points.This has led to a variety of creative processes in the Munition Division with a manifestation of innovation results which in 2017 in the annual recapitulation of the Munisi Division company received an award for innovation results to improve the quality and quantity of the company's production.
These results can be seen through the acquisition of the Munisi Division award "Modification and multifunction 5.56 mm caliber munition stacking machine, humanmachine interface optimization on the stacking machine, delay technology (safe and efficient modern technology), MU splashes save KU and optimization of the manufacturing process metallic box support houses from 4 processes to 3 processes ".In addition to the company's vision, it has been emphasized that in 2023 Pindad has a target to become a leading equipment and security manufacturer in Asia through efforts to product innovation and strategic partnerships demanding that all parties in the company continue to learn and create creative thoughts so that this vision can be achieved.This condition is supported by the results of research that show the mean value of answers for individual variables, knowledge acquisition and employee creativity each shows a value of 4.24 for knowledge acquisition individual variables and 4.08 for employee creativity variables.This path coefficient value indicates a significant direct relationship between individual knowledge acquisition and a value of 0.411 and significant value of 0,000.
The results of this study are in line with the research of Farahbood et al. (2012) and Soda et al. (2017) which shows the existence of individual knowledge acquisition towards employee creativity.In the Farahbood et al study, results obtained showed that knowledge acquisition had a positive and significant influence on school managers' creativity with values (p = 0.000, r = 0.645)., while in the study of Soda et.The results of knowledge acquisition have a positive and significant influence on employee creativity with a value (β = 0.47, p <.05).Therefore, based on the results of a study that discusses the influence of the Individual knowledge acquisition variable on employee creativity variables, the results of significant influence are obtained.
The indirect influence of TL (X 1) on K (Y 2) through KA (Y 1) shows the path coefficient value of 0.265 with a significance value of 0,000 smaller than 0.05 with a tstatistic value of 3,607 more than the t-table value of 1,991.The significance in this study is less than 0.05 (P <α) therefore H0 is acceptable Ha is rejected.The fourth hypothesis (H4) of this study shows the significant influence of TL variable (X) on variable K (Y 2) through the KA variable (Y 1).This result is in line with the opinion (Jyoti and Dev, 2015), that leaders with transformational leadership styles provide much support for the learning and development process of employees by forming learning behavior, encouraging people to contribute to creating new ideas and ensuring the dissemination of knowledge in finally it can encourage the emergence of creativity.From this point of view, it shows that through a transformational leadership style a leader can encourage employees by becoming mentors and facilitators to carry out the learning process through knowledge acquisition that has an impact on increasing cognitive skills so that employees' cognitive better than before will stimulate employees to think and creative behavior.
As previously explained, the educational programs implemented by companies are diverse, intending to increase cognitive abilities as capital to create creativity.Various If it is related to the State, the description of the results of this analysis shows that PT.Pindad (Persero), which is the only strategic industrial BUMN in the defense sector, has strived to continuously improve the quality and quantity of innovation through these three research variables (transformational leadership, individual knowledge acquisition, and employee creativity).When improvements to the potential of human resources in it continue to be improved to bring up new findings that are beneficial to the company, then this is also a manifestation of efforts to increase national defense and security in the form of various innovations in the field of defense equipment.Also, when the country's defense equipment was produced by PT.Pindad (Persero) has competitiveness in the global industry, the company's vision to become a leading producer of defense and security equipment in Asia by 2023, through product innovation efforts and strategic partnerships may be realized.
development process of employees by forming learning behavior, encouraging people to contribute to creating new ideas and ensuring the spread of knowledge which in turn can encourage the emergence of creativity.In line with research Doeng et al. (2016) which states that transformational leaders who focus on individuals can influence creativity through skill development that comes from the knowledge acquisition process.
Figure 1.Hypothesis Model carried out.It can show that the company once headed by leaders with transformational leadership style as well as Baharudin Jusuf Habibi, other than that most of the directors Based on the implementation of education and training in 2017, the realization of Training hours was 82,716 hours or 33.5 hours per person.When compared with 2016, the hours of Training people increased by 59.90%, where the hours of Training people were 49,543 hours or 19.77 hours per person.In total, the influence of training in 2017 reached 88.99%.The implementation of the process is certainly inseparable from the role of a leader who can become a mentor and become a party that motivates, directs and supports employees in carrying out the knowledge acquisition process.Furthermore, the results obtained from this study are in line with the results of the research conducted by Politis (2002); Rahmatipour and Alipour (2015).The results of previous investigators Secondly study showed a significant relationship between the leadership and influence of the transformational individual knowledge acquisition.The research conducted by Rahmatipur and Alipour showed significant results with a significance value of 0.049.Whereas in Political research the results found that the attributes of transformational leadership influence the knowledge acquisition attribute.Therefore, based on the results of studies that discuss the influence of transformational leadership towards knowledge acquisition individual variables showed significant influence.
creative.Besides, the results and study of the second hypothesis are in line with the researchShin and Zhou (2003);Gong et al. (2009); Eisenbeiss and Boerner (2013); Suifan and Janini (2017).In Shin & Zhou's research, it was found that transformational leadership affected employee creativity,Gong research, Huang & Farh (2009)  showed that employee creativity had a positive relationship with supervisor ratings and performance in four quarters with values (= 0.84 p <0.01).Eisenbeiss and Boerner's study(2013)  showed the results of a positive and significant relationship between transformational leadership and employee creativity with scores (β = 0.208; p <0.01) and inSuifan & Janini (2017) research the results of transformational leadership had a significant influence on employee creativity.Therefore based on the results of a study that discusses the influence of transformational leadership variables on employee creativity variables, the results of significant influence are obtained.

Figure
Figure 2. Hypothesis Model Test types of education are implemented through knowledge sharing and knowledge acquisition programs, both formal and non-formal, aimed at meeting the knowledge needs of employees by the development of challenges and existing environmental conditions.Programs designed and implemented by the company include leadership programs, engineering, and production techniques, company management, basic Training, and student work or study assignments at universities both at home and abroad.The emergence of creative behavior due to leadership and acquisition of knowledge will be a solution to the various problems being faced.The results and studies of this study are in Vol.27, No. 3 December 2019 © Centre for Indonesian Accounting and Management Research Postgraduate Program, Brawijaya University line with the research conducted (Doeng et al., 2016) which shows that skill development mediates the relationship between transformational leadership that focuses on individuals and creativity.The study of Doeng et al (2016) illustrates that transformational leaders who focus on individuals can influence individual creativity through skill development that comes from the knowledge acquisition process.Previous research conducted by Doeng et al (2016) reinforced the opinion of Amabile (1998), Anderson et al, 2014 and the results of indirect influences obtained from the testing of the seventh hypothesis of this study.Therefore, based on the results of a study that discusses the influence of transformational leadership variables on employee creativity variables through individual knowledge acquisition variables, the results are significant.When viewed from the results of the analysis, it seems that there is a significant relationship between transformational leadership, individual knowledge acquisition, and employee creativity both directly and indirectly.The results of the analysis also illustrate that there is a transformational leader who can encourage employees to continue to explore knowledge through various means or media in seeking new knowledge by acting as a mentor or as a figure who provides examples and support for continuing to learn to gain knowledge.So from the encouragement of transformational leaders and individual knowledge acquisition processes, creative ideas will create for the realization of innovation.

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also argues that when a person acquires or produces diverse knowledge,

Table 1 .
Source of Questionnaire Preparation Sugiyono (2010) Data Processed, 2019Table1contains data relating to the number of each item contained in each variable of this study.A total of 12 items of the statement of an item variable transformational leadership, 5 items of the statement of individual variables knowledge acquisition and 10 items are part of the variable employee's creativity.thusthisstudyinvolved as many as 3 research variables and 27 items.In a study, there is an object/subject of research which if taken as a whole, can be called a population.According toSugiyono (2010)population is a region of generalization consisting of objects/subjects that have certain qualities and characteristics set by researchers to study and then draw conclusions.While according to Arikunto (2010) population is the whole subject of research.Based on the theory of the population, the population in this study involved 188 permanent employees of PT.Pindad (Persero) Division of Munition, Turen, Malang Regency.To determine the number of samples used proportional random sampling technique.According toArikunto (in Handono, 2014)states that proportional random sampling is a sampling technique used because the number of subjects in each section has an unequal number.byproportionalrandomsampling method found a sample of 128 respondents.But after Table2shows that all research instruments consist of 3 (three) variables in this study declared reliable.In the transformational leadership variable, the value of Cronbach's Alpha shows a value of 0.930, for the individual knowledge acquisition variable it has a Cronbach's Alpha value of 0.806 and the employee's creativity variable has a Cronbach's Alpha value of 0.905.The variables of this research are said to be reliable because Cronbach's Alpha value of each variable in this study has a value greater than 0.60 according to the opinion expressed by Arikunto (2010) so that it shows the consistency of measuring instruments if tested repeatedly.Vol.27, No.

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Furthermore, findings related to the characteristics of respondents based on age classification.From the findings of field researchers found that respondents d ith age range 46-50 years 22 respondents (27.5%) were respondents who dominated respondents characteristics by age, followed by respondents with ages ranging from 51 to 55 years 21 respondents (26.2) and so on were respondents with an age range of 26-30 as many as 16

Table 3 .
Characteristics of Respondents

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Source: Primary data processed, 2019Inferential statistical analysis in this study was conducted using SEM-PLS which consisted of three stages of analysis.These stages consist of an analysis of the measurement model ( outer model ), analysis of the structural model ( inner model ) and the research hypothesis test.Good research is expected to have composite reliability of Q 2 indicate that the magnitude of the diversity of data in this study can be explained by a structured model designed with a value of 77.5%, while the remaining 22.5% is explained by other factors outside the model.Testing SEM-PLS analysis for hypothesis testing is done by bootstrapping.

Table 6 .
Path Coefficient Direct influence

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6 and Table