Widodo Widodo

Task performance is essential for organizations, so it continues to attract the attention of researchers, practitioners, and academics. Therefore, the purpose of this study is to explore the effect of boundary-spanning leadership and psychological empowerment on the task performance of employees in Indonesian companies through the mediation mechanism of proactive work behavior. Research data were obtained from 455 employees of companies in the financial, trade, service, and investment sectors in Indonesia. The paper employed accidental sampling using a Likert-scale questionnaire and structural equation modeling. The results show that boundary-spanning leadership, psychological empowerment, and proactive work behavior significantly affect task performance. Boundary-spanning leadership and psychological empowerment significantly affect proactive work behavior. Proactive work behavior mediated the causal relationship between boundary-spanning leadership and psychological empowerment with task performance. These findings encourage a new empirical model regarding the critical role of proactive work behavior in transmitting boundary-spanning leadership and psychological empowerment to task performance. This model can be used by scholars, researchers, and practitioners to investigate worker task performance more thoroughly and deeply from the perspectives of boundary-spanning leadership, psychological empowerment, and proactive work behavior. It can serve as a credo for corporate management professionals seeking to maximize proactive work behavior, psychological empowerment, and boundary-spanning leadership in order to enhance employee task performance. In the interim, scholars and researchers can utilize it as a guide for next task performance investigations.

A proactive personality is crucial for individuals and organizations, including lecturers in higher education institutions. Therefore, the purpose of this study is to investigate how proactive personalities affect the innovative behavior of Indonesian lecturers through the sequential mediation of job involvement, organizational commitment, and organizational citizenship behavior. The paper employed a quantitative approach, and the data were operationalized through a survey using a Likert-scale questionnaire. The sample included 230 lecturers at private universities in Indonesia spread across four provinces (Central Jawa, West Jawa, Jakarta, and Banten). Correlational matrices and descriptive statistics supported data analysis using structural equation modeling. The results demonstrate a significant relationship between lecturers’ proactive personality and job involvement, organizational commitment, and innovative behavior. Additionally, a proactive personality influences innovative behavior through job involvement, organizational commitment, and organizational citizenship behavior. This study produces a new empirical model that explains how proactive personalities affect lecturers’ innovative behavior through job involvement, organizational commitment, and organizational citizenship behavior.

This study aims to explore the innovative behavior mediation mechanism to illuminate Indonesian lecturers’ contextual and task performance from the perspectives of talent management, learning organizations, and grit. Three hundred eighty-five lecturers from Indonesian private universities were inadvertently sampled using a Likert scale questionnaire to gather research data. The structural equation modeling method was used to examine the collected data. The results indicated that talent management, learning organization, and grit significantly affect lecturers’ innovative behavior; innovative behavior, in turn, influences lecturers’ contextual and task performance, and talent management, learning organization, and grit also significantly affect lecturers’ contextual and task performance through innovative behavior. Grit has a more substantial influence on lecturers’ innovative behavior than others. It also indirectly influences contextual and task performance through innovative behavior, which is more vital than talent management and learning organizations. This suggests that individual internal factors (grit) tend to have a more substantial influence on individual variables (innovative behavior and performance) than external factors (talent management and learning organizations). In conclusion, this evidence highlights that innovative behavior is crucial in transmitting talent management, learning organization, and grit into lecturers’ contextual and task performance. It provides a new empirical model that theoretically advances studies of higher education management, particularly those concerning the connection between talent management, learning organization, and grit with lecturers’ contextual and task performance through innovative behavior. The findings have practical implications for higher education practice, particularly in improving lecturers’ contextual and task performance through the lenses of talent management, learning organization, grit, and innovative behavior.

Type of the article: Research Article

Abstract
This study aims to understand how affective commitment and organizational citizenship behavior mediate the effect of quality of work life and organizational justice on turnover intention in Indonesia. A Likert scale questionnaire was employed in the survey procedure of the study, which took a quantitative approach. The research was conducted over two months (January–February 2025) and involved 385 Indonesian honorary teachers from Banten, Jakarta, and West Java. The use of structural equation modeling to analyze data was aided by correlation matrices and descriptive statistics. This study provides a novel empirical paradigm for comprehending the influence of work-life quality and organizational justice on teachers’ turnover intentions via affective commitment and organizational citizenship behavior. Therefore, in order to lower the intention of teacher turnover, school management must simultaneously and consistently strengthen and enhance organizational justice, affective commitment, organizational citizenship behavior, and work-life quality. While acknowledging the study’s limitations, academics might utilize the findings as a basis for future research and discussions with the same objective.

Type of the article: Research Article

Abstract
Employee performance is a key factor determining a company’s sustainability and competitiveness. Therefore, this study aims to explore the role of work engagement in mediating the influence of boundary-spanning leadership, proactive behavior, and corporate governance on employee performance. The study used a survey method via a Likert-scale questionnaire, involving 485 participants from companies in Indonesia engaged in trade, services, finance, and investment in 2025. Data analysis used structural equation modeling supported by descriptive and correlational analysis. The results showed that boundary-spanning leadership, proactive behavior, corporate governance, and work engagement were associated with employee performance (β = 0.242, 0.160, 0.186, 0.276; p < 0.05). Then, boundary-spanning leadership, proactive behavior, and corporate governance also correlated with employee work engagement (β = 0.227, 0.414, 0.160; p < 0.05). In addition, boundary-spanning leadership, proactive behavior, and corporate governance are linked to employee performance through work engagement (β = 0.063, 0.114, 0.044; p < 0.05). With these findings, this study offers a new empirical model of the relationship between boundary-spanning leadership, proactive behavior, corporate governance, and employee performance, mediated by work engagement. This model contributes to organizational behavior and human resource management research and provides practitioners with insights into how boundary-spanning leadership, proactive behavior, and corporate governance can improve employee performance, with work engagement as the crucial mediating factor.