Influence of Transformational Leadership on Job Performance: Employee Work Engagement as Test Mediation

<p>The study aims at investigating of this study is to examine how the effect of transformational leadership on job performance by mediating employee work engagement on employees of the Human Capital and Facility Management division of PT. XL Axiata, Tbk. Jakarta. The data were collected from 58 employees Facility division of Human Capital Management PT. XL Axiata Tbk. Jakarta. For the serial analysis, SPSS macro process was utilized to test the proposed hypothesis model. Results provide evidence that follower employee work engagement mediates the relationship between perceived transformational leadership and job performance. By better understanding how leaders build engagement and drive performance in regard to a specific task, organizations can take advantage of the influence that leaders have on everyday interactions in workplace. Therefore, in this study more developed the psychological profile of effective leaders, especially the communications industry, management researchers must explore work involvement and people's orientation. </p>

Work Engagement pada Petugas Layanan Work Engagement on Service Officer

<p>Work engagement is still an interesting topic to research until now, because employees are an important aspect to ensure the organization can develop or not. Therefore, the organization start paying more attention to humans as human capital to be managed seriously. Research on work engagement in the public sector has attracted quite a lot of attention. Public service employees have different characteristics from other sector employees, both from work patterns and from the work environment. Several research results show that work engagement is heavily influenced by internal factors, but external factors also have an important role in influencing employee work engagement.</p>

How employee perceptions of HR practices in schools relate to employee work engagement and job performance

This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

Investigating the role of employee psychological well-being and psychological empowerment with relation to work engagement and sustainable employability

Purpose This study aims to gain insight into how employee psychological and human resource (HR) practices impact employee work engagement behavior. In addition to that, the research model of this study has tested the moderating relationship of affective employee commitment between employee work engagement and sustainable employability. Design/methodology/approach The research model is empirically tested with data set of 311 responses retrieved from an employee working in private organizations. Sample size of this study is computed with prior power analysis. Data were analyzed with partial least square-based structural equation modeling (SEM). Findings Findings of the SEM revealed that altogether psychological well-being, psychological empowerment, HR compensation, HR training, transformational leadership and job enrichment have explained R2 66.1% variance in employee work engagement. Concerning individual impact size psychological well-being has shown medium level effect size (f2) in measuring employee work engagement. However, all other exogenous variables have shown a small effect in determining employee work engagement. The moderating effect of commitment is confirmed in such a way that the relationship between employee work engagement and sustainable employability will be higher when affective commitment is higher. Practical implications This research has synthesized HR literature into four core dimensions of HR practices and, hence contributes to HR literature. Similarly, this research contributes to well-being theory while integrating employee psychological well-being into the research model. For HR practitioners this research revealed that psychological well-being, psychological empowerment, affective employee commitment, transformational leadership, HR compensation and HR training are core factors, which influence employee behavior toward work engagement and sustainable employability. Originality/value The current research is unique as it investigates sustainable employability phenomenon with an integrated research model that combines employee psychological and HR factors. The concept of sustainable employability is less studied, and therefore this research fills the research gap in this context.

Inclusive leadership and employee work engagement: a moderated mediation model

PurposeThe purpose of this paper is to examine the relationship between inclusive leadership and employee work engagement by identifying person-job fit as a mediator, and employee felt responsibility as a moderator.Design/methodology/approachEmploying a two-wave survey from 261 employees across various industries in China, the study tests hypotheses using hierarchical regression analysis with the PROCESS procedure developed by Hayes.FindingsThe results show that inclusive leadership is positively related to employee work engagement through person-job fit. The results further demonstrate that employees’ felt responsibility moderates the positive direct relationship between inclusive leadership and person-job fit as well as the indirect relationship between inclusive leadership and work engagement via person-job fit.Research limitations/implicationsAlthough two-wave data were used to test the model, issues of common method bias cannot be excluded because the data were collected from a single source (the employee).Practical implicationsOrganizations should promote and develop inclusive leaders in the workplace to enhance employee work engagement, and pay attention to employees' felt responsibility for their work to ensure effectiveness of inclusive leadership.Originality/valueIntegrating social information processing theory and person-environment fit theory, this study enriches the theoretical foundation of inclusive leadership scholarship. This study deepens the understanding of the mechanism underlying the link between inclusive leadership and work engagement, as well as an important boundary condition of this relationship, by examining the mediating role of person-job fit and the moderating role of felt responsibility.

How Does Paternalistic Leadership Affect Employees’ Work Engagement? The Mediating Roles of Workaholism and Trust-in-Leader

In this study, we contend that paternalist leadership can be an effective way of managing people and can pave the way for employee motivation and well-being, despite several previous studies linking it to adverse outcomes. In addition, we propose two possible underlying mechanisms (i.e., workaholism, trust in leadership) linking a leader’s paternalistic style to employee work engagement. By doing so, we aim to understand whether paternalist leaders positively influence their subordinates through a social connection path (trust in leader) or task-focusing path (workaholism). We conducted a field survey and collected cross-sectional data using online surveys from 413 participants working in various industries in Istanbul to test the hypotheses. The results indicate a positive relationship to exist between paternalistic leadership and employee work engagement. Therefore, we put forth that the paternalistic leadership style can be beneficial through the task-focusing and social connection paths, contrary to the beliefs commonly shared in Western countries.

How leader contingent reward behavior impacts employee work engagement and turnover intention: the moderating role of age

PurposeThe purpose of this article is to explore employee age as a moderating factor in the relationship between leader contingent reward behavior (CRB) and work engagement. In doing so, the authors seek to provide a more nuanced understanding of the mediating role of work engagement in the negative effect of leader CRB on turnover intention.Design/methodology/approachThe authors used online surveys among a sample of employees of a retail company in Chile to capture individual perceptions about supervisor CRB, work engagement and turnover intention. To test the authors’ hypotheses, they modeled a first-stage moderated mediation effect using Hayes’ Process macro.FindingsThe authors’ results confirm the hypothesis that the negative effect of leader CRB on employee turnover intention is partially mediated by employee work engagement. Interestingly, age was a significant moderator of the mediation effect only for individuals working at headquarters, but not for employees working in stores.Originality/valueThis study expands current knowledge about how the leadership–engagement relationship can predict organizational outcomes, including age as a boundary condition. Following the job demands-resources theory, the authors also prove that conceptualizing leader CRB as a job resource can benefit the integration of leadership and work engagement research. The authors’ findings may help organizational researchers and practitioners acknowledge contextual differences in understanding the combined effects of leadership styles and work engagement.

Peran Kepemimpinan Transformasional terhadap Keterikatan Kerja dengan Kepuasan Kerja dan Motivasi sebagai Mediasi

Kepemimpinan dalam organisasi berperan penting dalam mengarahkan anggota tim untuk dapat mencapai tujuan yang yang telah ditetapkan yang dimana tujuan organisasi ini adalah sejalan dengan arah visi yang telah ditetapkan perusahaan. Penelitian ini bertujuan untuk melihat seberapa besar pengaruh gaya kepemimpinan transformasional terhadap keterikatan kerja. Pendekatan penelitian ini dengan penelitian kuantitatif melalui kuesioner yang disebarkan sebagai data primer di PT. Bumimulia Indah Lestari sebanyak 60 responden. Kuesioner menggunakan interval nilai 1-10 sebagai alat pengumpulan data untuk mengambarkan penilaian responden dari penilaian sangat tidak setuju hingga sangat setuju, data yang diperoleh tersebut kemudian diolah menggunakan Smart PLS 3. Kepemimpinan transformasional pada keterikatan kerja berpengaruh melalui motivasi tetapi tidak terhadap keterikatan kerja karyawan melalui kepuasan kerja sebagai mediasi, hal ini perlu menjadi perhatian khusus bagi perusahaan. Leadership in the organization plays an important role in directing team members to be able to achieve the goals that have been set where the goals of this organization are in line with the direction of the vision that has been set by the company. This study aims to see how much influence transformational leadership style has on work engagement. This research approach with quantitative research through questionnaires distributed as primary data at PT. Bumimulia Indah Lestari as many as 60 respondents. The questionnaire uses a value interval of 1-10 as a data collection tool to describe the respondent's assessment of the assessment of strongly disagree to strongly agree, the data obtained is then processed using Smart PLS 3. The results of this study show the influence of transformational leadership on employee work engagement through motivation. Transformational leadership has no significant effect on employee work engagement through job satisfaction as a mediation, this needs special attention for the company.