43 ABSTRACT The purpose of the study is to analyze the influences of Transformational Leadership, Power Distance and Followership on the Capability of Officers' Decision Making in Kostrad (The Army Strategic Command). The research method used is the survey method which is taken from 293 respondents and associative research explanations using the quantitative research. The writer uses path analysis as the data analysis techniques. The results of the study shows that (1) Transformational Leadership has a direct positive effect on Decision Making Capabil- ities, (2) Power Distance has a direct positive effect on Decision Making Capabilities, (3) Fol- lowership has a direct positive effect on Decision Making Capabilities, (4) Transformational leadership has a direct positive on Followership, (5) Power Distance has a direct positive ef- fect on Followership, (6) Transformational leadership has a direct positive effect on Power Distance, (7) Transformational leadership has an positive indirect effect on Decision Making Capabilitry throuh Power Distance, (8) Transformational leadership has a positive indirect effect on Decision Making Capabilities through Followership. (9) Power Distance has a posi- tive indirect effect on Decision Making Capabilities through Followership. These findings are important because they can be used in the effort for strengthening the capabilities of decision making of the officers in Kostrad. Keywords: Transformational Leadership, Power Distance, Followership, Decision Making Ability of Kostrad Officers. Received: 5 February 2020 ; Accepted: 21 February 2020 ; Publish; June 2020. How to Cite: Amin, B., Hamidah., & Gunawan, K. (2020). The Influence Of Transformational Leadership, Power Distance, And Followership On The Capability Of Decision Mak- ing In Kostrad. Journal of Business and Behavioural Entrepreneurship, 4(1), 43-61. https://doi.org/10.21009/JOBBE.004.1.04 The Influence Of Transformational Leadership, Power Distance, And Followership On The Capability Of Decision Making In Kostrad Burhanudin Amin Universitas Negeri Jakarta Email: burhanudinamin_im16s3@mahasiswa.unj.ac.id Hamidah Universitas Negeri Jakarta Email: hamidah@unj.ac.id Kazan Gunawan Universitas Negeri Jakarta Email: kazangunawan@yahoo.com 44 INTRODUCTION In accordance to Law No. 34 of 2004 concerning about the Indonesian Armed Forc- es which explains that the TNI plays an important role and as an instrument of the state in the field of defense by carrying out tasks based on state policy and political decisions. Therefore, the main task of the TNI is to uphold the national sovereignty, maintain the ter- ritorial integrity of the Unitary State of the Republic of Indonesia based on Pancasila and the 1945 Constitution, and protect the entire nation to all of Indonesia's blood spills from threats and disturbances to the integrity of the state and nation. Furthermore, the TNI as a national defense functions such as: (1) an antidote to any form of military threat and armed threats from outside and within the country against sovereignty, territorial integrity, and national security, (2) an action against any form of threat and (3) the recovery of state se- curity conditions that are disturbed by turmoil security. The Army Strategic Command (Kostrad), which is part of the Army, has the main task of organizing the OMP and or OMSP in order to support the basic tasks of the Indo- nesian Army. Management is the science associated with an organization, especially in achieving organizational goals under the certain conditions. For achieving that goal, the organization must behave as effectively and efficiently as possible by carrying out the functions of planning, organization, implementation and supervision. The implementation of management in the country defense is called the defense management. According to Supriyatno, it is explained that defense management is a process of managing national re- sources into the potential resources, fostering strength / ability to use them effectively and efficiently to enhance national defense, (Supriyatno, 2014). A leader in a national defense organization is indeed very necessary. According to Yukl, it is a process to influence followers (Montgomery, 2011). Leaders have various types of leadership based on the type of leader who carries out an organization. One of them is transformational leadership, in which the perspective is continually being expand- ed. Transformational leadership is a picture of charismatic and inspirational leaders. The leader intellectually stimulates all followers thereby promoting rationality and problem solving skills. The leader also provides individual consideration to followers and expects to attend and provide the growth and development of an organization. There are a number of theoretical statements that show that transformational leadership increases the influence of organizational behavior created by these leaders to followers. At this time, when the Indonesian Armed Forces (TNI) leaders are in a confronted condition which is not fighting, the current conditions of providing organizational change demands to continue to keep up with the changing times. The organizational change re- quires a leader to be able to transform, but a leader who has a decision making must have a distance power, it is a Power Distribution meaning according to Kirkman et al. , Chen, Farh, Chen, & Lowe, 2009). According to Lee, leaders usually understand the right to allo- cate the resources, rewards and give punishment. With this condition, subordinates must be more sensitive. The mismatches power must be careful when leaders interact with supe- riors, (Lee Choong Y, 2012). According to Bochner and Hesketh, leaders with high power distance orientation are more task-oriented and less people-oriented than leaders with low- er power orientation, (Bochner & Hesketh, 1994). Thus, according to Madlock, the superi- or-subordinate relationship is limited to their daily work, which is caused a lack of outside communication. So, leaders with a low power orientation can emphasize shared equality, but ignore the power differences, which is good for active supervisor-subordinate commu- nication and have good relations. As a result, subordinates will not worry about the poten- tial negative effects derived from seeking help from their superiors, (Madlock, 2012). In addition to a leader who has a distance power, the condition of the organization in the TNI that does not have a battle has an impact on leadership style that can affect to Follow- ership. Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 45 Van Vugt, Hogan, and Kaiser describe leadership and followers develop to facilitate the ability of a leader to influence followers, it continues to develop and to serve at least three adaptive functions that can be known, such as directing group action, mediating conflict within groups, and managing competition between groups. They further suggest that the mechanism of followership leader is evaluated and asked to help individuals detect a lead- er's trust and to assess the benefits of following the leader or not. Leadership followers have a tendency to distrust the leader, so that every decision making strategic always fol- lows the trust of others. It gives the impact of how the types of followership leader in deci- sion making, (Vugt, Hogan, & Kaiser., N.d.). The officers’ capabilities to make apt decision is needed during war as well as not war era. Due to the fog of war and battlefield situations, apt decision have to be made as quickly as possible. During the not war era, where the strategic environment is volatile, uncertain, complex and ambiguous, the high ability of the officers to make apt decisions is also imperative. During this era, especially in the field of human resource management, the decision may not affect instanly, but in the long run the effect will be tremendous. LITERATURE REVIEW The meaning of ability according to Robbins and Judge means that the capacity of the individual to perform various tasks in a job, (Robbins & Judge, 2008a). While the meaning of ability according to Kreitner and Kinicki is the broad characteristics and stable characteristics of responsibility at the maximum level of achievement which is contrary with the ability to physically and mentally work (Kreitner & Kinicki, 2014). Decision making is always related to a problem or difficulty. Through a decision and its application, people expect that something will be achieved to resolve the problem or the conflict. Literally, decision making meaning according to Terry is "cutting” (deciding or practically reaching a conclusion). Then, formally the meaning of decision making can be defined as follows: "Decision making is the selection based on criteria from two or more possible alternatives" ("as a choice based on certain criteria re- garding to certain behavioral alternatives rather than two or more alternatives”) (Terry, 2006a). Terry explains the basics of decision making that can be applied as follows: (1) In- tuition is a decision made based on intuition or feelings that are more subjective, which means it is easily subjected to suggestion, outside influences, and other mental factors. (2) Experience, in this case, experience can be indeed used as a guide in solving problems. (3) Facts, decisions based on a number of facts, data or information that is sufficient and in- deed a good and solid decision. (4) Authority, decisions based on more authority which will lead to routine nature. (5) Rational, rational decisions relating to usability, (Terry, 2006a). Thus, the basics needed in decision making are Intuition, Experience, Facts, Au- thority and Rational. According to Robbins and Judge transformational leadership is leadership that in- spires followers to put aside their personal interests and has an extraordinary ability to influence (Robbins & Judge, 2008b). Thus, transformational leadership can inspire mem- bers or followers. Furthermore, the characteristics of transformational leadership accord- ing to Bass in Robbins and Judge are: (1) The ideal influence: giving vision and mission, instilling pride, and gaining respect and trust, (2) Inspirational motivation: high expecta- tions communication, such as using symbols to focus efforts and stating important goals simply. (3) Intellectual stimulation: increasing intelligence, rationality and careful prob- lem solving and (4) Individualized consideration: giving personal attention, such as treat- ing each employee individually, training and giving advice, (Bass, 2008). Transformational leadership has exceptional and impressive advantages with high productivity and greater employee’s satisfaction and service. According to Bass's formula- Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 46 tion in Yukl, said that the characteristics of transformational leadership are, (1) Ideal In- fluence (Charisma), such as giving vision and mission, instilling pride, gaining trust, (2) Inspiration, such as communicating high expectations using symbols and focus to efforts, expressing important purposes in simple ways, (3) Intellectual stimulation, such as pro- moting intelligence, rationality and careful problem solving, (4) Individual considerations, such as giving personal attention, treating each employee individually, training and advis- ing (Bass, 2007). Based on the expert opinion above, it can be concluded that transforma- tional leadership is leadership that can inspire followers in achieving goals. Transforma- tional leader characteristics include that ideal influence, such as inspirational motivation, intellectual stimulation and individualized consideration. Furthermore, the meaning of power distance according to Hofstede et.al (2010) is the level of acceptance of less powerful institutional members and organizations in a country for expecting and receiving power to be distributed unevenly. One dimension of national culture (from small to large). Thus, power distance can be defined as the level of existence of institutions and organizations members that are less strong in a country by expecting and receiving unevenly power distribution. Institutions are basic elements of society, such as families, schools and communities. Organization is a place where people work. (Hofstede, Hostede., & Michael Minkov, 2010). The cultural dimension according to Hofstede which supports the low power distance (Small Power Distance) expects and accepts the consultative or democratic power rela- tions. People relate to each other regardless of their formality position. Subordinates feel more comfortable and demand the right to contribute the decision making. Such as in countries with large power distances, they tend to use power relations that are more auto- cratic and paternalistic. Subordinates recognize the power of others only based on which they are in a formal structure or a certain hierarchical position. Thus, the power distance index which is defined by Hofstede does not reflect to objective differences in power dis- tribution, but rather to the way people perceive difference power. (Hofstede, 2010) Based on the description above, it can be concluded that power distance is the level of members who can be able to receive unequal power distribution in an organization with dimensions, which means (1) that support the low power distance (Small Power Distance) for expecting and accepting power relations more consultatively or democratically and (2) by high power distances which tend to use more autocratic power relations. Although Gardner and others have recognized the importance of leaders and follow- ers who are working together in order to realize the vision, the literature usually pays little attention to the concept of followership, and there is no "theory" of followership. One of the initial discussions of followership was delivered by (Pittman, Rosenbach, Potter), which outlined four types, namely: a. Subordinates: Similar like "sheep", do what they told, but they are not actively in- volved. b. Contributors: "Yes" people, supportive, engaging, doing good work, but they do not have a willing to challenge ideas from leaders. c. Politicians: Willing to give honest and supportive feedback to leaders, but they may neglect work and have poor performance levels. d. Partners: High level involved, performed at a high level, promoted positive relation- ships in groups, seen as 'leaders in waiting,' (Gardner, 2007). So, the types of followership among them are subordinates, contributors, politicians and partners. Based on the description above, it can be concluded that followership is an act of someone who has a subordinate role and cooperates with the leader in supporting organizational goals which have several types of followers including such as subordinates, contributors, politicians and partners. Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 47 The influence of those independent variables, i.e. Transformational Leadership, Power Distance, and Followership respectively on Decision Making Ability as an independent variable and also the influence of Transformational Leadership and Power Distance re- spectively on Followership are theorized by some scholars. Such as Decision Making Ability is influenced positively by Transformational Leadership (Yukl, 2007), Power Dis- tance (Hofstede, 2010), and Followership (MacGregor Burn, 2008) respectively. Follow- ership is influenced positively by Transformational Leadership (Terry) and Power Dis- tance (Seng Men Liu and Jian Qiau Liau) respectively. RESEARCH METHOD The applied research method uses is a survey method from 293 respondents com- bined with the associative research explanations through the quantitative research. The collecting data technique is using the questionnaires the primary data and observational studies and documentation from the Kostrad as the secondary data. First, the writer con- ducts the direct observations research in the Kostrad environment in Java. Second, the writer interviews the informants who are related to the research variables. Third, the writer spread the research questionnaire to respondents to obtain results. Furthermore, the writer uses the path analysis as the data analysis technique. The lattice instruments of decision making ability are namely: Table 1. The lattice instruments of decision making ability Source: George R. Terry (2006) The lattice instruments of Transformational Leading Power distance and Follow- ership as follows: No. Dimension Indicator Questioner Lists Before After Invalid 1. Intuition Suggestion 1,2 1,2 Outside Influence 3,4 3,4 Spiritual Factors 5,6 5,6 2. Experience Background 7,8 7,8 Practical Experience 9,10 9,10 3. Fact Data Report 11,12 11,12 Information 13,14 13,14 4. Authority Regular Authority 15,16 15,16 Practical Authority 17,18 17,18 5. Rational Efficiency 19,20 19,20 Objective 21,22 21 22 Total 22 21 1 Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 48 Table 2. The lattice instruments of Transformational Leading Power dis- tance and Followership Table 3. The lattice instruments of Power Distance Variable Source : Geert Hofstede (2010) No. Dimension Indicator Questioner Lists Before After Invalid 1. Ideal Influence Vision and Mision 1,2 1,2 (Charisma) Proud 3,4 3,4 Belief 5,6 5,6 2. Inspiration High Expectation 7,8 7,8 Struggle 9,10 9,10 Simple Intention 11,12 11,12 3. Intelectual Cleverness 13,14 13,14 Stimulation Rationality 15,16 15,16 Problem Solving 17,18 17,18 4. Individual Con- sideration Private Attention Train Advise 19,20 21,22 23,24 19,20 21,22 23,24 0 No. Dimension Indicator Questioner Lists Before After Invalid 1. Small Use of Power 1 1 Power The Same Treatment 2 2 Distance Disrespect 3 3 Children's Education 4 4 Roles Inequality 5 5 Consultation 6 6 Majority Vote 7 7 Rare Corruption 8 8 Income Distribution 9 9 Religious Emphasis 10 10 2. Large Legitimacy Power 11 11 Power Teaching Obedience 12 12 Distance Respect 13 13 Teacher Education 14 14 Existential Inequality 15 15 Command Notification 16 16 Revolution 17 17 Corruption Frequent 18 18 Inequality 19 19 Leader's Hierarchy 20 20 Total 20 20 0 Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 49 Table 4. The lattice instruments of Followership Variable The Validity and Reliability Test Results for the Decision Making Variable Ca- pability explained that to determine the validity of the questionnaire items, a validity test was carried out using the item scores. The total score of items or r-counts tested by comparing r-table at the real level = 0.05. Based on the calculation result, it can be seen that there is 1 (one) item that is declared invalid. So, it must be dropped out, such as the item number 22. So, it is only 21 statements from the Decision Making Ability variable used are valid to encompass the research data. After making the items in the questionnaire statement, it is declared valid. Based on the calculation results, the relia- bility of the Decision Making Ability instrument is 0.910. It shows that the Decision Making Capability instrument is reliable and has high reliability. Validity and Reliability Test Results for Transformational Leadership Variables. To find out the validity of the questionnaire items, the writer use a validity test by us- ing the scores item with the total or r-counts which is tested by comparing r-table at the real level = 0.05. Based on the calculation results, it appears that 24 items of the Transformational Leadership variable are valid and can be used to capture the data re- search. The reliability test calculation of the questionnaire statement items is made after the items of the questionnaire statement are declared valid. Based on the calculation results, the reliability of the Transformational Leadership instrument is 0.955. This shows that the Transformational Ability instrument is reliable and has high reliability. Validity and Reliability Test Results for Power Distance Variables. To find out the validity of the questionnaire items, a validity test is done using item scores with the total score of items or r-counts is tested by comparing r-table at the real level = 0.05. Based on the calculation results, it appears that all items statement of Power Distance as many as 20 items. It turned out into be valid and can be used to capture research da- ta. Based on the calculation results, the reliability of the Transformational Leadership instrument is 0.935. This shows that the Power Instrument is reliable and has a high reliability. Validity and Reliability Test Results for Followership Variables. To find out the validity of the questionnaire items, a validity test is done using the item scores with the No. Dimension Indicator Questioner Lists Before After Invalid 1. Subordinate Follow 1,2 1,2 Know 3,4 3,4 Inactive 5,6 5,6 2. Contributor Supportive 7,8 7,8 Active 9,10 9,10 Do not Oppose 11,12 11,12 3. Politician Feedback 13,14 13,14 Support Ignore 15,16 17,18 15,16 18 17 4. Partners Involvement Performance 19,20 21,22 19,20 21,22 21,22 TOTAL 22 19 3 Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 50 total score of items or r-counts is tested by comparing r-table at the real level = 0.05. Based on the calculation results, it appears that there are 3 (three) items that are de- clared invalid. So, they must be dropped out, namely for the statement number 17, 20 and 21. So, that is only 19 statement items from the Followership variable used are valid for capturing the data research. Calculation of the reliability test items question- naire statement is made after the items statement questionnaire declared valid. Based on the calculation results, the reliability of the Followership instrument is 0.911. It shows that the Decision Making Capability instrument is reliable and has high reliabil- ity. Figure 1. Constellation Research Method Schemes Based on the description and constellation research scheme model above, the hypothe- ses research proposed, namely: H1: Transformational leadership has a direct positive effect on the Kostrad Officers decision making abilities. H2: Power distance has a direct negative effect on the Kostrad Officers decision- making ability. H3: Followership has a direct positive effect on the Kostrad Officers decision-making ability. H4: Transformational leadership has a direct positive effect on Kostrad Officers fol- lowership. H5: Power distance has a direct negative effect on Kostrad Officers followership. H6: Transformational leadership has a direct positive effect on Kostrad Officers Power Distance. H7: Transformational leadership has a positive direct effect on the Kostrad Officers Decision Making Ability through Power Distance. H8: Transformational leadership has a positive indirect effect on the Kostrad Officers Decision Making Ability through Followership. H9: Power Distance has a positive indirect effect on the Kostrad Officers Decision Making Ability through Followership. Based on the results of data processing, the results of the data analysis requirements are obtained as follows: Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 51 Tabel 5. Data Analysis Requirement Test Result Based on the calculation results obtained, the highest L-value or L-hitung t-table (α = 0.05), and py1 = 0.240> 0 so H1 is not reject- ed, which means that Transformational Leadership has a positive and significant direct effect on Decision Making Capabilities. b. Hypothesis-2 (H2) Based on Table 7 shows the results of t-hitung = 2.198 while the value = 1.960 (α = 0.05), because t-hitung> t-table (α = 0.05), and py2 = 0.112> 0 so H2is not reject- ed, which means that Power Distance has a positive and significant direct effect on De- cision Making Capabilities. c. Hypothesis-3 (H3) Based on Table 7 shows the results of t-hitung = 10.485 while the value = 1.960 (α = 0.05), because t-hitung> t-table (α = 0.05), and py3 = 0.522> 0 so H3 is not reject- ed, which means that Followership has a positive and significant direct effect on Deci- sion Making Capability. d. Hypothesis-4 (H4) Based on Table 8 shows that t-hitung = 3,732 while value = 1,960 (α = 0.05), because t-hitung> t-table (α = 0.05), and p13 = 0.198> 0 so H4 is not rejected, which means that Transformational Leadership has a positive and significant direct effect on Followership . e. Hypothesis-5 (H5) Based on Table 8 shows that t-hitung = 8.981 while value = 1.960 (α = 0.05), because t -hitung> t-table (α = 0.05), and p23 = 0.476> 0 so H5 is not rejected, which means that Power Distance has a positive and significant direct effect towards Followership. f. Hypothesis-6 (H6) Based on Table 9 shows that t-hitung = 8.560 while value = 1.960 (α = 0.05), because t -hitung> t-table (α = 0.05), and p21 = 0.321> 0 so H6 is not rejected, which means that Transformational Leadership has a positive and significant direct effect against Power Distance. g. Hypothesis-7 (H7) Based on Table 7 and Table 9 which is used the Sobel Test for the hypothesis of indirect effect using the value of z, it can be seen as follows: z = where: a: Unstandardized regression coefficient of X2 to X1. b: Unstandardized regression coefficient of Y to X2. SEa: Standard Error of Estimation of the regression of X2 to X1. SEb: Standard Error of Estimation of the regression of Y to X2. Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 57 z = = 2,140 The value of z > 1,96 so H7 is not rejected, which means that Transformational Leadership has a positive indirect effect on Decision Making Ability through Power Distance. h. Hipotesis-8 (H8) Based on Table 7 and Table 9 which is used the Sobel Test for the hypothesis of indirect effect using the value of z, it can be seen as follows: z = where: a: Unstandardized regression coefficient of X2 to X1. b: Unstandardized regression coefficient of Y to X2. SEa: Standard Error of Estimation of the regression of X2 to X1. SEb: Standard Error of Estimation of the regression of Y to X2. z = = 3,476 The value of z > 1,96 so H8 is not rejected, which means that Transformational Lead- ership has a positive indirect effect on Decision Making Ability through Followership. i. Hipotesis-9 (H9) Based on Table 7 and Table 9 which is used the Sobel Test for the hypothesis of indirect effect using the value of z, it can be seen as follows: z = where: a: Unstandardized regression coefficient of X3 to X2. b: Unstandardized regression coefficient of Y to X3. SEa: Standard Error of Estimation of the regression of X3 to X2. SEb: Standard Error of Estimation of the regression of Y to X3. z = = 6,833 The value of z > 1,96 so H9 is not rejected, which means that Power Distance has a positive indirect effect on Decision Making Ability through Followership. CONCLUSION Based on the results of the research and discussion above, we can conclude that (1) Transformational Leadership has a direct positive effect on Decision Making Capa- bility. It means that effective transformational leadership will lead to an increase in Kostrad Officer decision-making abilities. (2) Power Distance has a direct positive ef- fect on Decision Making Capability. This means that high Power Distance will lead to an increase of Kostrad Officers decision-making ability. (3) Followership has a direct positive effect on Decision Making Capability. It means that high Followership will lead to an increase of the Kostrad Officers decision-making ability. (4) Transforma- tional leadership has a direct positive effect on Followership. It means that effective transformational leadership will lead to an increase of Kostrad Officer Followership. (5) Power Distance has a direct positive effect on Followership. It means that high Power Distance will cause an increase of Kostrad Officer Followership. (6) Transfor- mational leadership has a direct positive effect on Power Distance. It means that effec- Amin, B., Hamidah., & Gunawan, K. (2020). Journal of Business and Behavioural Entrepreneurship Volume 4 Number 1 2020 p (43-61)  The Influence Of Transformational Leadership, Power Distance, And Followership On The Ca- pability Of Decision Making In Kostrad.  https://doi.org/10.21009/JOBBE.004.1.04 58 tive transformational leadership will lead to an increase of Power Distance. (7) Trans- formational leadership has a positive indirect effect on Decision Making Capability through the mediation of Power Distance variables. It means that effective Transfor- mational Leadership will lead to an increase on Decision Making Capability through the mediation of Kostrad Officers Power Distance. (8) Transformational leadership has a positive indirect effect on Decision Making Capability through mediation of Follow- ership variables. It means that effective Transformational Leadership will lead to an increase in Decision Making Capability through mediation of the Kostrad Officer Fol- lowership and (9) Power Distance has a positive indirect effect on Decision Making Capability through mediation of Followership variables. It means that high Power Dis- tance will lead to an increase in Decision Making Capability through mediation by the Kostrad Officer Followership. RECOMMENDATION Referring to the conclusions, the following suggestions are given as follows (1) To improve decision making ability through transformational leadership. The Kostrad Officers should be able to apply the characteristics of transformational leadership in solving a problem by quickly seeking information that can support the resolution of the problem. 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