The Influence of Motivational Leadership that is Moderated by Perceived Uncertainty and Work Discipline on Employee Performance


Affiliations

  • Sekolah Tinggi Ilmu Ekonomi Pasundan, Bandung, 40263, Indonesia

Abstract

The aim of this research is to determine the impact of moderated motivational leadership and work discipline on employee performance. Hypothesis testing uses 77employees in a State-Owned Enterprises in Bandung with as samples. The sampling technique uses simple random sampling. The survey research method is used to answer the formulated problem statement. Data analysis using partial least square Warp PLS 5. The results found a significant impact of moderated motivational leadership and work discipline on employee performance. Where path coefficients motivational leadership = 0.416 with p-value = 0.000, path coefficients of work discipline is 0.201 with p-value = 0.025 and perceived environmental uncertainty that moderates motivational leadership with path coefficients = -0.194 and p-value = 0.029. The overall effect show from the adjusted R2 = 0.257. The result referring to the calculation of data, the proposed hypothesis can be accepted. This result describes the significant influence of moderated motivational leadership perceived environmental uncertainty and work discipline on employee performance. The research implications show that the role of environmental uncertainty needs to be taken attention by management so that the effectiveness of leaders in implementing direction and employee empowerment can be optimized. Besides, attention to the increase in the discipline of work remains to maintained so that it can produce the performance that is following the targets set by the by the company.


Keywords

Employee Performance, Environmental Uncertainty, Leadership, Motivational, Work Discipline

Subject Discipline

Management

Full Text:

References

Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A. and Srinivasan, D. (2006). Does CEO charisma matter? An empirical analysis of the relationships among organizational performance, environmental uncertainty, and top management team perceptions of CEO charisma, Academy of Management Journal. 49(1):161-74. https:// doi.org/10.5465/amj.2006.20785800.

Antonakis, J., Avolio, B. J. and Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire, The Leadership Quarterly. 14(3):261-95. https://doi.org/10.1016/S10489843(03)00030-4.

Atmojo, M. (2015). The influence of transformational leadership on job satisfaction, organizational commitment, and employee performance, International Research Journal of Business Studies. 5(2):113-28. https://doi.org/10.21632/ irjbs.5.2.113-128.

Bakker, A. B., Demerouti, E. and Lieke, L. (2012). Work engagement, performance, and active learning: The role of conscientiousness, Journal of Vocational Behavior. 80(2):555-64. https://doi.org/10.1016/j.jvb.2011.08.008.

Bass, B. M. and Avolio, B. J. (1997). Full Range Leadership Development: Manual for the Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.

Berson, Y. and Avolio, B. J. (2004). Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm, The Leadership Quarterly. 15(5):625-46. https://doi.org/10.1016/j.leaqua.2004.07.003.

Boxall, P. (2012). High-performance work systems: What, why, how and for whom? Asia Pacific Journal of Human Resources. 50(2):169-86. https://doi.org/10.1111/j.17447941.2011.00012.x.

Den Hartog, D. N. and Belschak, F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth selfefficacy, Journal of Applied Psychology. 97(1):194-202. https://doi.org/10.1037/a0024903. PMid: 21842977.

Dubreuil, P., Forest, J. and Courcy, F. (2014). From strengths use to work performance: The role of harmonious passion, subjective vitality, and concentration, The Journal of Positive Psychology. 9(4):335-49. https://doi.org/10.1 080/17439760.2014.898318.

Dumdum, U. R., Lowe, K. B. and Avolio, B. J. (2013). A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension. In: Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition. Emerald Group Publishing Limited; p. 39-70. https://doi.org/10.1108/S1479357120130000005008.

Guest, D. E. (2011). Human resource management and performance: Still searching for some answers, Human Resource Management Journal. 21(1):3-13. https://doi.org/10.1111/j.1748-8583.2010.00164.x.

Hartmann, F. and SlapniÄar, S. (2012). The perceived fairness of performance evaluation: The role of uncertainty, Management Accounting Research. 23(1):17-33. https://doi.org/10.1016/j.mar.2011.10.004.

Kim, W. G. and Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance, International Journal of Hospitality Management. 30(4):1020-26. https://doi.org/10.1016/j.ijhm.2011.03.008.

Kim, W., Kolb, J. A. and Kim, T. (2013). The relationship between work engagement and performance: A review of empirical literature and a proposed research agenda, Human Resource Development Review. 12(3):248-76. https://doi.org/10.1177/1534484312461635.

Kock, N. (2014). Using data labels to discover moderating effects in PLS-based structural equation modelling, International Journal of e-Collaboration (IJeC). 10(4):1-16. https://doi.org/10.4018/ijec.2014100101.

Mathis, R. L. and Jackson, J. H. (2013). Human Resource Management. Cengage Learning.

Noe, R. A., Clarke, A. D. and Klein, H. J. (2014). Learning in the twenty-first-century workplace, Annu. Rev.

Organ. Psychol. Organ. Behav. 1(1):245-75. https://doi.org/10.1146/annurev-orgpsych-031413-091321.

Noe, R. A., Hollenbeck, J. R., Gerhart, B. and Wright, P. M. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw-Hill Education.

Petchsawang, P. and Duchon, D. (2012). Workplace spirituality, meditation, and work performance, Journal of Management, Spirituality and Religion. 9(2):189-208. https://doi.org/10.1080/14766086.2012.688623.

Piccolo, R. F. and Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics, Academy of Management Journal. 49(2):327-40. https://doi.org/10.5465/amj.2006.20786079.

Piccolo, R. F., Greenbaum, R., Hartog, D. N. D. and Folger, R. (2010). The relationship between ethical leadership and core job characteristics, Journal of Organizational Behavior. 31(2-3):259-78. https://doi.org/10.1002/job.627.

Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating and precipitating structures and processes in the work environment, Human Relations. 56(10):1213-32. https://doi.org/10.1177/00187267035610003.

Voon, M. L., Lo, M. C., Ngui, K. S. and Ayob, N. B. (2011). The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia, International Journal of Business, Management and Social Sciences. 2(1):24-32.

Waldman, D. A., Ramirez, G. G., House, R. J. and Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty, Academy of Management Journal. 44(1):134-43. https://doi.org/10.2307/3069341.

Yukl, G. A. (2013). Leadership in Organizations. Pearson Education Singapore.


Refbacks

  • There are currently no refbacks.