How to improve employee performance based on transglobal leadership?
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Author(s)Nilawati FiernaningsihLink to ORCID Index: https://orcid.org/0000-0002-0683-8416
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Pudji HerijantoLink to ORCID Index: https://orcid.org/0000-0001-9067-5105
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Shinta Maharani TrivenaLink to ORCID Index: https://orcid.org/0000-0002-8149-9880
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DOIhttp://dx.doi.org/10.21511/ppm.20(3).2022.32
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Article InfoVolume 20 2022, Issue #3, pp. 400-410
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- 596 Views
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144 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Competence in vocational education refers to knowledge, skills, and innovative work behavior. Therefore, innovative work behavior needs to be applied by lecturers at vocational institutions. Moreover, transglobal leadership is highly required in vocational higher education institutes because it can boost lecturers’ performance. This study aims to examine transglobal leadership styles to improve employee performance supported by work engagement and innovative work behavior. The study population included 1,494 lecturers from vocational state universities in East Java, Indonesia. The sample was 316 vocational lecturers determined by the Slovin formula. The data were processed through the SmartPLS software and analyzed using the SEM approach. The test results show that transglobal leadership positively affects work engagement with a t-statistic value of 4.240. In addition, transglobal leadership positively affects innovative work behavior with a t-statistic value of 2.015. Next, work engagement positively affects innovative work behavior with a t-statistic value of 2.009. Finally, innovative work behavior positively affects employee performance with a t-statistic value of 10.244. In conclusion, this paper enlarges the relevant literature devoted to the effect of work engagement, transglobal leadership, and innovative work behavior impact on employee performance.
- Keywords
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JEL Classification (Paper profile tab)I23, L20, O15
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References57
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Tables4
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Figures2
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- Figure 1. Hypothesized structural model
- Figure 2. Finding model
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- Table 1. Respondents’ characteristics
- Table 2. Convergent validity and internal consistency reliability
- Table 3. Hypothesis testing
- Table A1. Definitions of variables
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Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
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The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants
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Rawan Alshawabkeh
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