The Mediating Effect of Organizational Climate on the Relationship between Leadership Styles and Their Components on Innovative Behaviour

Sethibe, Tebogo; Steyn, Renier

doi:10.1177/2393957517747313

Cited by 21 publications

(23 citation statements)

References 17 publications

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“…Temuan dalam penelitian ini juga sejalan dengan penelitian sebelumnya yang menyimpulkan bahwa kepemimpinan transformational berpengaruh signifikan terhadap inovasi dan kreativitas pegawai. [19][20][21][22][23][24][25][26] Iklim organisasi memiliki pengaruh positif dan signifikan terhadap perilaku kerja yang inovatif. Ini berarti iklim organisasi yang lebih positif, perilaku kerja inovatif yang lebih baik dari karyawan.…”

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Dampak Kepemimpinan, Budaya Organisasi dan Perilaku Kerja Inovatif Terhadap Kinerja Pegawai Puskesmas

Purwanto

Asbari

Prameswari

et al. 2020

JIKM

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AbstrakDalam dunia layanan jasa kesehatan yang kompetitif saat ini, banyak organisasi menghadapi perubahan yang cepat, termasuk Puskesmas. Oleh karena itu Puskesmas harus fokus pada perilaku kerja inovatif (KI) untuk mendapatkan keunggulan kompetitif. Penelitian ini menguji pengaruh kepemimpinan transformational dan iklim organisasi terhadap kinerja pegawai Puskesmas melalui perilaku kerja inovatif sebagai mediasi dengan mengambil Puskesmas di Pati Jawa Tengah Indonesia. Pengumpulan data dilakukan dengan pengambilan sampel acak sederhana melalui elektronik terhadap populasi karyawan Puskesmas di Kabupaten Pati di Indonesia. Hasil kuesioner yang dikembalikan dan valid adalah 92 sampel. Pemrosesan data menggunakan metode SEM dengan perangkat lunak SmartPLS 3.0. Teknik pengumpulan data menggunakan kuesioner dengan skala likert. Hasil peneliian menunjukkan bahwa kepemimpinan transformational dan iklim organisasi memberikan efek positif dan signifikan terhadap kinerja karyawan Puskesmas, baik secara langsung maupun tidak langsung melalui mediasi perilaku kerja inovatif. Perilaku kerja yang inovatif memiliki efek positif dan signifikan terhadap kinerja pegawai. Penelitian ini mengusulkan sebuah model untuk membangun kinerja pegawai dalam lingkup Puskesmas melalui kepemimpinan transformational dan iklim organisasi dengan pembelajaran organisasi sebagai mediasi. Kata Kunci : Budaya organisasi, kepemimpinan, kinerja pegawai, perilaku kerja inovatif, Puskesmas Abstract Today's competitive world of health services, many organizations face rapid changes, including Puskesmas. Therefore the Puskesmas must focus on innovative work behavior (IWB) to gain a competitive advantage. This study examines the effect of transformational leadership and organizational climate on the performance of Puskesmas employees through innovative work behavior as mediation by taking Puskesmas in Pati, Central Java, Indonesia. Data collection was done by simple random sampling via electronic of the population of Puskesmas employees in Pati Regency in Indonesia. The returned and valid questionnaire results were 92 samples. Data processing using SEM method with SmartPLS 3.0 software. Data collection techniques using a questionnaire with a Likert scale. The results of the study indicate that transformational leadership and organizational climate have a positive and significant effect on the performance of Puskesmas employees, both directly and indirectly through mediating innovative work behavior. Innovative work behavior has a positive and significant effect on employee performance. This study proposes a model for building employee performance within the Puskesmas scope through transformational leadership and organizational climate with organizational learning as mediation.

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Dampak Kepemimpinan, Budaya Organisasi dan Perilaku Kerja Inovatif Terhadap Kinerja Pegawai Puskesmas

Purwanto

Asbari

Prameswari

et al. 2020

JIKM

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“…Along similar lines, organisational culture and climate has been linked to innovation (Baer & Frese, 2003;Goodale, Kuratko, Hornsby, & Covin, 2011;Hornsby, Kuratko, & Zahra, 2002;Lukes & Stephan, 2017;Sethibe & Steyn, 2016). More complex models, involving leadership style, climate and innovation (Sarros, Cooper, & Santora, 2008;Sethibe & Steyn, 2018), HRM, organisational culture and innovation (Al-Bahussin & Elgaraihy, 2013;Fellnhofer, 2018) have been tested, linking these variables.…”

Section: Literature Reviewmentioning

confidence: 99%

Gender differences in the relationship between innovation and its antecedents

Steyn

Bruin

2020

South African Journal of Business Management

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Purpose: The aim of this study was to go beyond measurement invariance and assess whether innovation and its antecedents relate to each other in the same way for men as for women when using measurement invariant instruments.Design/methodology/approach: The sample represents 52 South African organisations, with 60 employees from each, amounting to 3143 respondents, of which 56.4% were men and 43.6% women. Four instruments, of which the measurement invariance across gender has been determined, were included in the study. The relationship between innovation and its antecedents was assessed by performing both correlation and regression analyses for men and women separately, and comparing the findings. Thereafter, gender was introduced as moderator between innovation and its antecedents.Findings/results: The results reveal that the relationships between innovation and its antecedents do not differ practically across gender, nor does gender moderate the relationship between these variables.Practical implications: Although gender and gender diversity are often associated with innovation, this research reveals that gender does not alter the way the antecedents to innovation influence innovation at an individual level.Originality/value: Through applying quantitative and sophisticated methodologies this research contributes to an evidence-based debate on gender in the workplace.

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“…This means that the more positive the superior's leadership practices are, the better the employee's innovative work behavior will be. This finding is in line with the research of Afsar & Masood (2017), Afsar & Umrani (2019), Farahnak et al, (2019), Bednall et al, (2018), Suifan, Abdallah & Al Janini (2018), Tse et al ., (2017), Setbihe (2018), Sethibe & Steyn (2018) who both state the influence of leadership behavior on employee performance and organizational goals.…”

Section: Leadership Behaviormentioning

confidence: 99%

Why Do Outsourcing Employees Have High Engagement? An Evidence of the Cause and Its Consequences

Ferzi¹,

Johannes²,

Amin³

et al. 2020

Proceedings of ‏The 3rd International Conference on Research in Management and Economics

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Employee engagement is a positive behavior that has been proven to influence employee performance. However, the majority of previous studies have proven it to permanent employees in one company. The purpose of this study is to show competency factors, work culture and leadership behavior as causes of employee engagement on contract employees and their effects on performance. By distributing questionnaires to 258 outsourcing employees of the State Electricity Company (PLN) Jambi Area and using SEM AMOS in processing data, it was found that competence, work culture, leadership behavior and employee engagement had a significant positive effect on employee performance. Employee engagement acts as a full mediation in the relationship between competence, work culture and leadership behavior on performance. Work culture has the greatest influence on employee engagement. The managerial implication is to integrate the work culture of PLN and the outsourcing company so that outsourcing employees are more engaged in PLN

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The Mediating Effect of Organizational Climate on the Relationship between Leadership Styles and Their Components on Innovative Behaviour

Cited by 21 publications

References 17 publications

Dampak Kepemimpinan, Budaya Organisasi dan Perilaku Kerja Inovatif Terhadap Kinerja Pegawai Puskesmas

Dampak Kepemimpinan, Budaya Organisasi dan Perilaku Kerja Inovatif Terhadap Kinerja Pegawai Puskesmas

Gender differences in the relationship between innovation and its antecedents

Why Do Outsourcing Employees Have High Engagement? An Evidence of the Cause and Its Consequences

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