Impacts of grit, self-efficacy, and transformational leadership on job crafting and work engagement: Evidence from millennial bank employees in Indonesia

  • 53 Views
  • 4 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

With millennials comprising 79% of Indonesia’s regional development banks (BPDs) workforce, understanding factors affecting their work engagement is crucial for organizational performance. This study examines how personal resources (grit and self-efficacy) and transformational leadership influence job crafting and work engagement among millennial employees in BPDs. Using a cross-sectional design, 477 millennial employees (aged 25-35) from six BPDs in Java, Indonesia, were surveyed. Data analysis using partial least squares structural equation modeling revealed that self-efficacy had the strongest direct effect on both job crafting (β = 0.303, p < 0.001) and work engagement (β = 0.276, p < 0.001), followed by grit’s impact on job crafting (β = 0.244, p < 0.001) and work engagement (β = 0.181, p < 0.001). Job crafting significantly influenced work engagement (β = 0.285, p < 0.001) and partially mediated the relationships between personal resources and work engagement. While transformational leadership did not moderate the relationship between job crafting and work engagement (β = –0.010, p > 0.05), it showed significant direct effects on both variables (β = 0.257 and β = 0.344, respectively). These findings demonstrate the importance of developing employees’ personal resources and leadership capabilities to enhance work engagement in Indonesia’s banking sector.

Acknowledgment
Open access funding was provided by journal publishing cost assistance from Universitas Padjadjaran. Regional Development Banks Association (ASBANDA) in Indonesia and regional development banks in Java Island (Bank BJB, Bank Jatim, Bank DIY, Bank Jateng, Bank DKI, and Bank Banten) are acknowledged for their contributions.

view full abstract hide full abstract
    • Figure 1. Conceptual framework
    • Figure 2. Summary diagram of full structural model test results
    • Figure 3. Modified structural model
    • Table 1. Construct reliability analysis results
    • Table 2. Discriminant validity with HTMT
    • Table 3. Summary of hypothesis testing results
    • Conceptualization
      Abdul Malik Nasrulloh, Joeliaty
    • Investigation
      Abdul Malik Nasrulloh, Yunizar
    • Methodology
      Abdul Malik Nasrulloh, Hilmiana, Yunizar
    • Resources
      Abdul Malik Nasrulloh, Joeliaty, Hilmiana, Yunizar
    • Visualization
      Abdul Malik Nasrulloh
    • Writing – original draft
      Abdul Malik Nasrulloh
    • Writing – review & editing
      Abdul Malik Nasrulloh, Joeliaty, Hilmiana, Yunizar
    • Project administration
      Joeliaty
    • Supervision
      Joeliaty, Hilmiana
    • Data curation
      Hilmiana
    • Validation
      Hilmiana, Yunizar
    • Formal Analysis
      Yunizar
Related Articles

  • The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement

    Dheyaa Falih BannayORCID Researcher ID, Mohammed Jabbar HadiORCID , Ahmed Abdullah AmanahORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
    Problems and Perspectives in Management Volume 18, 2020         Issue #3         pp. 479-491 Views: 2785 Downloads: 1059 TO CITE АНОТАЦІЯ

    Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.

  • Transformational leadership for organizational change in the Lebanese public sector

    Bissane HarbORCID , Dina SidaniORCID doi: http://dx.doi.org/10.21511/ppm.17(2).2019.15
    Problems and Perspectives in Management Volume 17, 2019         Issue #2         pp. 205-216 Views: 2784 Downloads: 1319 TO CITE АНОТАЦІЯ

    The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.
    Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.
    The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.

  • Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

    Badri Abbasi doi: http://dx.doi.org/10.21511/ppm.15(1).2017.03
    Problems and Perspectives in Management Volume 15, 2017         Issue #1         pp. 35-44 Views: 2389 Downloads: 986 TO CITE АНОТАЦІЯ

    The purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management