Anita Maharani

This study aims to explore the role of multiple leadership styles in bank performance, with disruption as a moderator in Indonesia. The study uses a probability sampling technique with random sampling types. The main data source was the distribution of questionnaires. 300 bank employees were targeted, and 450 data inputs were received upon completion of the survey. The data were processed using Structural Equation Modelling (SEM) with Partial Least Square Structural Software. The data analysis obtained a construct and discriminant validity value of 0.7 and achieved an R-Square of 0.743. The results of this study showed that multiple leadership styles, consisting of transformational leadership style, ethical leadership style, and servant leadership style, influence bank performance (P-Value 0.000). Disruption also influences bank performance (P-Values 0.000); however, disruption does not moderate the influence of leadership styles on bank performance (P-Value 0.993). This study emphasizes the importance of multiple leadership styles that combine transformational leadership style, ethical leadership style, and servant leadership style in managing banking business performance. This study significantly contributes to leadership development initiatives in the dynamic Indonesian banking industry and offers future research directions.

Acknowledgment
We thank all respondents that participated in the survey. Data availability can be found in https://bitly.cx/uuN0l

Even though Indonesia’s start-up scene is experiencing rapid growth, the industry is grappling with considerable hurdles, such as a high rate of business closures, strong dependence on employee efficiency, and heavy reliance on technology. This paper examines the correlation between leadership styles, job challenges, job engagement, and job insecurity in Indonesian start-ups, which face unique challenges affecting employee job security. Unlike most research on how job insecurity impacts job engagement, this study explores whether higher job engagement impacts job insecurity, providing practical insights for leaders. The study was structured using a quantitative approach known as structural equation modeling-partial least squares (SEM-PLS), which analyzed 198 responses from Indonesian start-up employees. This study found that leadership styles significantly affect job insecurity (β = 1.337, p-value < 0.05), however, leadership styles do not substantially affect job engagement (β = 0,435, p-value > 0.05). Another finding states that job challenges do not significantly affect job engagement (β = 0.491, p-value > 0.05) and job insecurity (β = –0.037, p-value > 0.05). Job engagement significantly influences job insecurity (β = –0.428, p-value < 0.05). This study specifically targets employees in Indonesian start-ups to uncover mechanisms and offer practical recommendations for enhancing job security and motivation. The findings underscore the significant impact of leadership style on job insecurity, emphasizing the importance of engaging and motivating employees through personalized leadership style approaches to enhance job stability and overall workforce effectiveness in Indonesian start-ups.