Human capital in urban management
U. Udin; G. Rakasiwi; R. Dananjoyo
Abstract
BACKGROUND AND OBJECTIVES: As organizations seek effective ways to lead in a dynamic world, servant leadership will likely remain relevant. Servant leaders focus on serving others and nurturing the growth of employees to create positive work environments. However, there still exists a gap in the literature ...
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BACKGROUND AND OBJECTIVES: As organizations seek effective ways to lead in a dynamic world, servant leadership will likely remain relevant. Servant leaders focus on serving others and nurturing the growth of employees to create positive work environments. However, there still exists a gap in the literature on the link between servant leadership and work engagement. Thus, this study aims to investigate the relation between servant leadership and work engagement by exploring the mediating role of affective commitment and job satisfaction.METHODS: Using a purposive sampling process, self-administered questionnaires are distributed to 154 employees working in Central Java – Indonesia public health institution from March to June 2023. Partial least squares-structural equation modeling (PLS-SEM) with SmartPLS 3.0 software is utilized to analyze the data.FINDINGS: The results indicate that servant leadership has a significant direct effect on affective commitment (β = 0.321, t-statistic = 3.226, p < 0.05) and job satisfaction (β = 0.429, t-statistic = 5.556, p < 0.05). Furthermore, it is found that affective commitment (β = 0.527, t-statistic = 8.518, p < 0.05) and job satisfaction (β = 0.306, t-statistic = 4.275, p < 0.05) significantly affect work engagement. This study, upon further investigation, reveals that affective commitment (β = 0.170, t-statistic = 3.079, p < 0.05) and job satisfaction (β = 0.131, t-statistic = 3.179, p < 0.05) significantly mediate the relationship between servant leadership and work engagement.CONCLUSION: The results from PLS-SEM analysis reveal no direct relationship between servant leadership and work engagement. Additionally, the roles of affective commitment and job satisfaction are found to mediate the relationship between servant leadership and work engagement of employees in public health institution. When employees are satisfied and feel emotionally connected to their leader and organization, they are more likely to find their work meaningful and enjoyable, leading to higher levels of work engagement.
Human capital in urban management
U. Udin
Abstract
Leadership plays a crucial role in promoting organizational productivity and sustainability. There are several styles of leadership have been proposed and investigated, as well as their various impacts on different organizations. Therefore, this study aims to analyze the leadership styles in Indonesian ...
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Leadership plays a crucial role in promoting organizational productivity and sustainability. There are several styles of leadership have been proposed and investigated, as well as their various impacts on different organizations. Therefore, this study aims to analyze the leadership styles in Indonesian settings and their associated outcomes through a bibliometric review. This study employs a qualitative approach. The entire data collecting and screening procedure in the Scopus database provided the foundation for the present study. A total of 84 eligible papers from 2000 to 2023 are explored, and the scientific landscapes are further visualized using the VOSviewer. The results showed evidence that network visualization consists of 5 clusters: red, green, blue, yellow, and purple cluster. The first red cluster includes business strategy, innovation, organizational commitment, and organizational culture. Employee performance, job satisfaction, work environment, and work motivation are represented by the second cluster, which is identified to be green in color. In addition, the third blue cluster covers knowledge management, transactional leadership, and transformational leadership. Creativity and employee engagement are all part of the fourth yellow cluster. Finally, democratic leadership is included in the fifth purple cluster. The findings concluded that leadership styles (i.e., transformational, transactional and democratic leadership) positively contribute to the associated outcomes (i.e., employee performance, job satisfaction, organizational commitment, employee engagement, business strategy, and organizational innovation and creativity). In addition, mainly related to associated outcomes, the transformational leadership style is a more dominant influence than transactional and democratic in Indonesian settings. By demonstrating as role models, transformational leaders establish strong emotional connections with their employees to feel a sense of belonging, leading to increased dedication to go the extra mile.
Human capital in urban management
U. Udin
Abstract
BACKGROUND AND OBJECTIVES: The leadership styles in higher education, especially public universities, face enormous challenges in handling global situations, i.e., the Covid-19 pandemic. The current dataset of this study aims to verify how transformational leadership is more effective in influencing ...
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BACKGROUND AND OBJECTIVES: The leadership styles in higher education, especially public universities, face enormous challenges in handling global situations, i.e., the Covid-19 pandemic. The current dataset of this study aims to verify how transformational leadership is more effective in influencing organizational citizenship behavior through knowledge-based work passion. Individuals with a high level of knowledge-based work passion are able to feel happiness, pride, and pleasure, and are totally involved and make sense of their work. In addition, they also show highly positive emotions toward the people around them and are happy to assist them.METHODS: Structural equation modeling (SEM) with AMOS 21.0 software is used to analyze the data collected from 221 professional lecturers utilizing a purposive sampling technique from a total of 1,242 lecturers in Southeast Sulawesi, Indonesia public universities. The loading values of the survey instrument, composite reliability, and average variance extracted are tested to justify reliability and convergent validity for the measurement model in this study.FINDINGS: The results show that transformational leadership positively and significantly affects knowledge-based work passion (β = 0.568, C.R. = 6.536; ρ < 0.001) but not organizational citizenship behavior (β = 0.061, C.R. = 0.608; ρ > 0.001). In addition, knowledge-based work passion directly has a positive and significant effect on organizational citizenship behavior (β = 0.696, C.R. = 3.571; ρ > 0.001). Further, the mechanism effect of transformational leadership on organizational citizenship behavior through knowledge-based work passion was tested. The result indicates the mediating role of knowledge-based work passion (β = 0.395, ρ > 0.001) in the relationship between transformational leadership and organizational citizenship behavior. CONCLUSION: This study contributes significantly to organizational management practices, especially in the field of education, by identifying how transformational leadership improves organizational citizenship behavior through knowledge-based work passion. When individuals recognize their leaders as transformational, they are more likely to behave and engage in volunteering for extra tasks, having a positive work environment, feeling more connected to the organization and being flexible in their duties.
