Introduction: This research aims to investigate how leadership assists the levers of control (LOC) to influence employees’ creativity. Background problem: Managing a company is challenging due to the numerous issues faced, including those relating to the employees’ creati­vity. Prior studies showed different results concerning how company controls constrained or enhanced the employees’ creativity. Previous studies explained that incentives can influence the employees’ creativity, but only temporarily. However, organizations require creativity continuously in order to sustain themselves. In response to this issue, it is essential to investigate other determinants that encourage employees’ creativity, and how the process is relevant to each organization’s core values. This study examines this through companies control systems and leadership aspects. Novelty: Our study attempts to complement previous studies and answer Spekle’s (2017) call. This study offers transformational leadership to strengthen employees’ creativity, aligned through the LOC. Research Methods: The data were collected via an online survey. The questionnaires were sent to startup companies’ employees who had worked in the creative divisions of those companies for a minimum of six months. There were 109 responses that we processed. This study used SEM-PLS to analyze the data. Finding/ Result: The LOC positively influenced employee creativity. The more leaders behaved as transformational leader, it strengthened LOC to influence employees’ creativity. Conclusion: This study shows that the dimensions used to establish the LOC should be integrated, to align the employees’ creative ideas for new methods of working. Furthermore, this study supports the prior research into the self-determination theory and answers Spekle et al (2017), that leadership is required to influence the employees. Particularly, companies should appoint appropriate leaders to encourage their employees’ creativity. Transformational leaders should be considered to be an option.

Generational differences is an issue that has not been widely studied in Indonesia. Data from BPS (statistics indonesia) showed that Generation Y will be leading work force in the next few years. Generation Y has different characteristic, work value, behaviour from former generations. The aim of this study to analyze personal value and work motivation on employee engagement in Generation Y. The study was conducted by online survey in Indonesia. The data of this study was collected through a questionnaire to 351 respondents of Generation Y. Structural Equation Modeling results showed that there is significant differences between personal value and work motivation, personal value and employee engagement, work motivation and employee engagement. The results showed employee engagement on Generation Y can be increased by increasing work motivation and personal value. KEY WORDSPersonal value, work motivation, generations, employee engagement.In an organization the role of human resources is very important. Human Capital is one of the most important elements of a company's intangible assets (Baron et al. 2013). Employee engagement is a positive condition, fulfillment, and mental activity with courage characteristics (full of energy), dedication, and absorption (Schaufeli & Bakker 2004). Employees, who are engaged, will be encouraged to do challenging goals. They have a desire for success and personal commitment to achieve that goal. Not only enterprising but also enthusiastic to use the energy that they have to work.According to Ayu (2015) stated that personal resources is a variable that affects employee engagement. Personal resources are individual aspects that generally relate to the resilience and success of individuals to control the impact of the work environment (Hobfoll et al. 2003). There are many aspects of the individual that can affect how a person works some of them are value and motivation. Value is the basic concepts to describe the organization personally and socially as well as changes in the organization (Wibowo 2013). Value is a fundamental description of motivation (Parks & Guay 2009). There is a conceptual correlation between the value and motivation that a person has. These differences between value and motivation can lead to a gap that has an impact on employee engagement.Based on BPS (Statistics Indonesia) data of 2017 showed the total workforce of indonesian population is 131.544.111 millions people. Now the work force is dominated by Generation X of 43.28% of total work force population, while Generation Y is 40.77% and Baby Boomers is 15.95% of total work force population. Based on the total Generation Y number, there are 17.85% (15.234.991 millions people) who are in formal and non formal education, so if they complete their education then the next Generation Y group will dominate the workforce in Indonesia (BPS 2017). Meanwhile, those Baby Boomers have entered retirement so the company will find new employees to replace them. Generation X will replace Baby Boomers and take over the role of ...