Abdullah W. Jabid

Type of the article: Research Article

Abstract
This study examines the interplay among organizational justice, perceived organizational support (POS), job embeddedness, and the intention of employees in SMEs to leave their positions with generations (Gen Y and Gen Z) as a moderator. The sample of this study includes SME employees in Indonesia, consisting of several sectors, such as handicrafts, culinary, fashion, and accommodation. The data collection involved the distribution of questionnaires, both in person and online, from January to March 2024, employing a purposive sampling, resulting in 268 valid responses. The hypotheses were subsequently validated utilizing PLS-SEM and MGA. The findings demonstrate that organizational justice (β = –0.397, p = 0.000), POS (β = –0.202, p = 0.000), and job embeddedness (β = –0.285, p = 0.000) negatively affect turnover intention. Conversely, organizational justice (β = 0.405, p = 0.000) and POS (β = 0.314, p = 0.000) positively affect job embeddedness. Ultimately, the results of the moderation analysis of generations revealed differences between Gen Y and Gen Z in the effects of organizational justice (β = –0.189, p = 0.019) and POS (β = 0.180, p = 0.070) on turnover intention, and also in the effects of organizational justice (β = 0.195, p = 0.024) and POS (β = –0.241, p = 0.013) on job embeddedness. Contrarily, there is no significant difference between Gen Y and Gen Z in the relationship between job embeddedness and turnover intention (β = 0.089, p = 0.228). This paper offers substantial insights into the existing body of knowledge, particularly in addressing the issue of SMEs’ employee turnover intention.

Acknowledgments
The authors would like to thank all the subjects who helped a lot during the preparation of this article, especially the Institute for Research and Community Service, Khairun University, which funded this research.

Type of the article: Research Article

Abstract
Leadership style and managerial capability remain critical yet understudied factors influencing strategy execution in local governments. This quantitative study examines how paternalistic, transactional, and transformational leadership shape managerial capability and strategy execution, and whether managerial capability mediates these relationships. Using a structured questionnaire, data were collected from 382 civil servants (ASN) across 10 regencies, cities, and the provincial government in North Maluku, and analyzed using PLS-SEM. The statistical results show that all three leadership styles significantly enhance managerial capability, with paternalistic (β = 0.291), transactional (β = 0.283), and transformational (β = 0.282) leadership demonstrating positive effects (p < 0.05). Paternalistic and transformational leadership also positively influence strategy execution, whereas transactional leadership shows no significant direct effect (β = –0.004, p = 0.473). Managerial capability significantly improves strategy execution and serves as a meaningful mediator, supported by indirect path coefficients ranging from β = 0.109 to 0.112 (p < 0.05). These findings reinforce the role of managerial capability as a strategic public-sector resource within the RBV framework. Practically, the results highlight the importance of leadership development programs that integrate paternalistic and transformational behaviors, supported by selective transactional practices, to strengthen managerial capability and improve strategy implementation in local governments.