PERSEPSI KARYAWAN TERHADAP GAYA KEPEMIMPINAN DAN KOMUNIKASI ORGANISASI DALAM MENDORONG INOVASI DI BADAN USAHA MILIK NEGARA (Studi pada Karyawan Divisi Innovation and Digital Transformation PT. XYZ)

In the face of global competitive pressures, State-Owned Enterprises (SOEs) such as PT Garuda Maintenance Facility AeroAsia are compelled to pursue extensive innovation. However, these efforts often encounter internal challenges, particularly leadership styles and organizational communication that risk misaligning with an innovative culture. This study aims to understand employee perceptions of these dynamics through a qualitative case study methodology. Data were analyzed interactively and examined through the theoretical frameworks of Bass & Riggio's Transformational Leadership, Robbins & Judge's Organizational Communication dynamics, and critically evaluated using Steve Blank's "Innovation Theater" concept. The findings reveal that an adaptive leadership style, integrating both participative and supportive traits, successfully fosters a climate conducive to idea generation. Although multi-directional communication dynamics support the dissemination of the corporate vision, this study uncovers a critical gap between the ceremonial support at the ideation stage and the reality of implementation, which is hindered by bureaucracy, resource constraints, and slow feedback. This disparity gives rise to a tangible risk of the "Innovation Theater" phenomenon, wherein innovation activities appear productive but fail to yield measurable business impact. It is concluded that to achieve genuine innovation, it is insufficient for SOEs to focus solely on celebratory programs. The primary implication is the necessity for systemic improvements to internal processes to bridge the chasm between ideation and effective execution.