Transformational Leadership, Communication Quality Influences to Perceived Organization Effectiveness and Employee Engagement and Employee Retention during the COVID-19 Pandemic

Dwiedienawati, Diena; Tjahjana, David; Faisal, Mohammad; Gandasari, Dyah; Abdinagoro, Sri Bramantoro

doi:10.5373/jardcs/v12sp7/20202169

Cited by 8 publications

(12 citation statements)

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“…Davis and Gardner (2012) argues that the most effective leadership style in time of crisis is the transformational leadership style because they are quick to respond to change. The transformational leadership has been claimed to be effective in turbulent and uncertain environments (Dwidienawati et al, 2020). They are effective during crises (Bass, 1998;Halverson et al, 2004).…”

Section: Crisis and Leadershipmentioning

confidence: 99%

“…It is a leadership style which fosters, motivates and inspires change and innovation. Transformational leadership has been claimed to be effective in turbulent and uncertain environments (Baškarada et al, 2016;Dwidienawati et al, 2020).…”

Section: Leadership and Innovation During Crisismentioning

confidence: 99%

“…The effectiveness of transformational leadership during crisis showed inconsistent report from previous study. Bowers et al (2017a), Belias et al (2015a), Kelly (2003) and Dwiedienawati et al (2020) argue that the most suitable leadership style during crisis is transformational leadership; however, Alkharabsheh et al (2014) and Stoker et al (2019) question the effectiveness of transformational leadership during crisis. Even though this study failed to show a direct effect of transformational leadership to effectiveness of crisis management, this study has provided additional body of evidence how transformational leadership is effective during crisis mediated by confident to leader.…”

Section: Research Implicationmentioning

confidence: 99%

“…Previous studies claim that transformational leadership has shown effective during crises (Dwidienawati et al, 2020;Hadley et al, 2009;Lacerda, 2019). However, study from Alkharabsheh et al (2014) and Stoker et al(2019) argue that there is the inconsistency of the effectiveness of transformational leadership in crises.…”

Section: Introductionmentioning

confidence: 98%

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Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

Dwiedienawati

Tjahjana

Faisal

et al. 2021

Cogent Business & Management

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pandemic is a newness to various aspect of life, including business sector. In this high uncertainty, business still need to deliver effective crisis management in order to safeguard organization reputation. Literature state that there are three important elements in crisis management which are leader, team of crisis management, and organizational communication. What type of leader and communication are the most suitable during crises? This study aims to confirm the influence of the transformational leadership style, communication quality, and team crisis to organization reputation mediated by the effectiveness of crisis management. During crisis innovation also influences the survival of organization during crises. A new type of innovation, frugal innovation type, still has limited empirical evidence. This study also aims to see how the implementation of the frugal ABOUT THE AUTHOR Diena Dwidienawati is a faculty member in Bina Nusantara University. She completed Doctorate degree from DRM Bina Nusantara University. Interest in research and areas of expertise are in digital business, leadership and strategic management. David Tjahjana obtained his Doctorate degree from DRM Bina Nusantara University. He is a faculty member in Universitas Multimedia Nusantara. His research of interest is in innovation, leadership and strategic management. Dyah Gandasari completed doctorate degree from Doctoral Program in IPB. She is a faculty member in Polbangtan Bogor. Her research of interest includes communication, information and communication technology, organizational behaviour. M. Faisal is pursuing a Doctorate degree at IPB Business School. His research is mostly in human capital theme such as leadership, employee retention and organization effectiveness. Sri Bramantoro Abdinagoro is the faculty member in DRM Bina Nusantara University. He completed his Doctoral degree at Post-Graduate Program Faculty of Economics University of Indonesia. His interest in research and areas of expertise are in marketing management, consumer behaviour and strategic management.

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Section: Crisis and Leadershipmentioning

confidence: 99%

Section: Leadership and Innovation During Crisismentioning

confidence: 99%

Section: Research Implicationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 98%

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Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

Dwiedienawati

Tjahjana

Faisal

et al. 2021

Cogent Business & Management

Self Cite

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“…At the leadership level, the greatest enemy of this pandemic was not only the virus, but the vulnerability of the certainties that devastated people's confidence. Dealing with fragile credibility, the leader should create new references to take the first steps into the unknown (Dwiedienawati 2020). Without confidence in their leaders, organizations will not recover the competitive strength of their workforce (Breakwell and Jaspal 2020).…”

Section: Recovering Trust and Inspirationmentioning

confidence: 99%

How People Come Back to Workplaces During the Pandemic: three dimensions of intervention for new emotional performance conditions

Manucci

2021

Human Resource Development International

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After months of lockdown, people returned to their workplaces filled with paradoxical emotions. The pandemic's endless duration turned the post-pandemic period into an indefinite transition that generated new coexistence conditions. This situation transformed work relationships, both physically and emotionally. Beyond cultural and economic diversities, international studies showed common patterns of emotional impact on people related to fear, hopelessness, frustration, and loneliness. The uncertainty permeated the subjective world of people, close relationships, and social behaviours. Consequently, workplaces also suffered the effects of these feelings on their daily dynamics. This paper identifies the emotional features of returning to work and proposes three intervention dimensions to manage these consequences. The challenge for HRD professionals is to create new conditions for this work environment, not only in the physical or health aspects but also in the emotional dimension. The quality of the emotions will define the possibilities of recovery and resilience of people in their work. In this sense, HRD professionals' leadership is fundamental in creating processes to address threats (internal and external), promote creativity and innovation in groups, and recover workers' inspiration and confidence.

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Introduction

Shinde¹,

Majumder

Bhapkar

et al. 2021

Studies in Big Data

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When it comes to imagining the role of workplace, COVID-19 has changed our perspective. In this new normal, employees are trying to adapt to new ways of working. The compromised productivity is coming out from these constantly blurring work-life boundaries. Eventual burnout, continuous distraction, overloaded of information, etc., are highlighted among employees. Ensuring effective quality of work-life, the balance between work and life must be the company's main focus. There is a need to understand the effect of pandemic in the Quality of Work-Life (QWL) of the employees. The following chapter showcases the characteristics, importance and effect of pandemic on QWL.

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Transformational Leadership, Communication Quality Influences to Perceived Organization Effectiveness and Employee Engagement and Employee Retention during the COVID-19 Pandemic

Cited by 8 publications

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Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

Determinants of perceived effectiveness in crisis management and company reputation during the COVID-19 pandemic

How People Come Back to Workplaces During the Pandemic: three dimensions of intervention for new emotional performance conditions

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