The Effects of Leadership to Employee Performance During Covid-19 Pandemic

Authors

  • Purwanto S. K Postgraduate Lecturer in Management, Faculty of Business and Economics, Universitas Esa Unggul Author
  • Nina Nurhasanah Lecturer in Management, Faculty of Business and Economics, Universitas Esa Unggul Author

Keywords:

Leadership, Employee Performance, Covid-19

Abstract

The role of leadership is very important in overcoming the impact of Covid-19 in companies. A good leader must be able to listen, share information and ask as well as communicate correctly to their subordinates. A transformational leader is required to improve employee performance even in tough times. The concept of transformational leadership in this research involves: (1) Idealized Influence, (2) Intellectual Stimulation, (3) Individual Consideration, and (4) Inspirational Motivation. The result of the research shows that there is significant influence between the leadership role and employee performance respectively with a value of 5,067 for idealized influence to employee performance, 7,223 for intellectual stimulation to employee performance and 13,992 for inspirational motivation to employee performance. While individual consideration to employee performance resulted as insignificant with a value of 1,235.

Downloads

Download data is not yet available.

References

Huang, C., et al., Clinical features of patients infected with 2019 novel coronavirus in Wuhan, China.The lancet, 2020. 395(10223): p. 497-506.DOI: https://doi.org/10.1016/S0140-6736(20)30183-5.

Peterson, O. and A. Thankom, Spillover of COVID-19: impact on the Global Economy. SSRN Electronic Journal, 2020. 10: p. 11-15.

Mao, C.C. and Z.X. Ma, The analysis of the regional economic growth and the regional financial industry development difference in china based on the theil index. International Journal of Economics and Finance Studies, 2021. 13(1): p. 128-154.

Indrawati, S.M., et al., Enhancing resilience to turbulent global financial markets: An Indonesian experience. Economics and Finance in Indonesia, 2020. 66(1): p. 47-63.DOI: https://doi.org/10.47291/efi.v66i1.683.

Maulik, P.K., G. Thornicroft, and S. Saxena, Roadmap to strengthen global mental health systems to tackle the impact of the COVID-19 pandemic. International Journal of Mental Health Systems, 2020. 14(1): p. 1-13.DOI: https://doi.org/10.1186/s13033-020-00393-4.

Munetsi, R.P. and P. Brijlal, TESTING THE INFLUENCE OF HERDING BEHAVIOR ON THE JOHANNESBURG SECURITIES EXCHANGE (JSE) BEFORE, DURING AND AFTER THE FINANCIAL CRISIS. International Journal of Economics and Finance Studies, 2021. 13(1): p. 235- 258.

Contreras, F., E. Baykal, and G. Abid, E-leadership and teleworking in times of COVID-19 and beyond: what we know and where do we go. Frontiers in Psychology, 2020. 11: p. 3484.DOI: https://doi.org/10.3389/fpsyg.2020.590271.

Winasis, S., S.R. Djumarno, and E. Ariyanto, THE IMPACT OF THE TRANSFORMATIONAL LEADERSHIP CLIMATE ON EMPLOYEE JOB SATISFACTION DURING THE COVID-19 PANDEMIC IN THE INDONESIAN BANKING INDUSTRY. PalArch's Journal of Archaeology of Egypt/Egyptology, 2020. 17(6): p. 7732-7742.

Oanh, N.T.N., et al., FACTORS AFFECTING PERFORMANCE OF SMALL AND MEDIUM-SIZED ENTERPRISES IN VIETNAM. International Journal of Economics and Finance Studies, 2021. 13(1): p. 284-317.

Gould-Williams, J., The importance of HR practices and workplace trust in achieving superior performance: a study of public-sector organizations. International journal of human resource management, 2003. 14(1): p. 28-54.DOI: https://doi.org/10.1080/09585190210158501.

Dionne, S.D., et al., Transformational leadership and team performance. Journal of organizational change management, 2004.DOI: https://doi.org/10.1108/09534810410530601.

Tschannen-Moran, M., Fostering teacher professionalism in schools: The role of leadership orientation and trust. Educational administration quarterly, 2009. 45(2): p. 217-247.DOI: https://doi.org/10.1177/0013161X08330501.

Pratami, A., A. Tohirin, and K. Pratama, BANK LENDING DECISION AND BUSINESS CYCLES: ARE INDONESIAN ISLAMIC BANKS DIFFERENT? International Journal of Economics and Finance Studies, 2021. 13(1): p. 215-234.

Grant, A.M., Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of applied psychology, 2008. 93(1): p. 48.DOI: https://doi.org/10.1037/0021-9010.93.1.48.

Mathew, M. and K.S. Gupta, Transformational leadership: Emotional intelligence. SCMS Journal of Indian Management, 2015. 12(2): p. 75.

Carasco-Saul, M., W. Kim, and T. Kim, Leadership and employee engagement: Proposing research agendas through a review of literature. Human Resource Development Review, 2015. 14(1): p. 38- 63.DOI: https://doi.org/10.1177/1534484314560406.

Keller, R.T., Transformational leadership, initiating structure, and substitutes for leadership: a longitudinal study of research and development project team performance. Journal of applied psychology, 2006. 91(1): p. 202.DOI: https://doi.org/10.1037/0021-9010.91.1.202.

Purwanto, A., et al., EFFECT OF TRANSFORMATIONAL LEADERSHIP, JOB SATISFACTION, AND ORGANIZATIONAL COMMITMENTS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR. Inovbiz: Jurnal Inovasi Bisnis, 2021. 9(1): p. 61-69.DOI: https://doi.org/10.35314/inovbiz.v9i1.1801.

Ridwansyah, R., et al., THE IMPACT OF THE SUPERVISORY STRUCTURE ON THE FINANCIAL PERFORMANCE OF SHARIA RURAL BANKS IN INDONESIA. International Journal of Economics and Finance Studies, 2021. 13(1): p. 25-42.

Nyokabi, S.M., G.O. K’Aol, and K. Njenga, Effect of intellectual stimulation and individualized consideration of the CEO on performance in the private sector in Kenya. 2017.DOI: https://doi.org/10.47941/hrlj.207.

Li, H. and H.f. Zou, Income inequality is not harmful for growth: theory and evidence. Review of development economics, 1998. 2(3): p. 318-334.DOI: https://doi.org/10.1111/1467-9361.00045.

Njiinu, A.N., G.O. K’Aol, and T.K. Linge, Effect of individualized consideration and intellectual stimulation on job satisfaction among employees in Commercial Banks in Kenya. American Journal of Leadership and Governance, 2018. 3(1): p. 23-42.DOI: https://doi.org/10.47941/hrlj.224.

Sahibzada, S., S.J. Kakakhel, and A. Khan, Role of leaders' idealized influence and inspirational motivation on employees' job satisfaction. University of Haripur Journal of Management (UOHJM), 2016. 1(2): p. 86-92.

Brown, M.E. and L.K. Treviño, Ethical leadership: A review and future directions. The leadership quarterly, 2006. 17(6): p. 595-616.DOI: https://doi.org/10.1016/j.leaqua.2006.10.004.

Sosik, J.J., The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The leadership quarterly, 2005. 16(2): p. 221-244.DOI: https://doi.org/10.1016/j.leaqua.2005.01.002.

Franke, F. and J. Felfe, How does transformational leadership impact employees’ psychological strain? Examining differentiated effects and the moderating role of affective organizational commitment. Leadership, 2011. 7(3): p. 295-316.DOI: https://doi.org/10.1177/1742715011407387.

Linge, T.K. and D. Sikalieh, Influence of idealized influence on employee job performance in the insurance industry in Kenya. International Journal of Research in Business and Social Science (2147- 4478), 2019. 8(5): p. 266-273.DOI: https://doi.org/10.20525/ijrbs.v8i5.486.

Wilson, L., A Dove to Hawk Ranking of the Martin to Yellen Federal Reserves. Available at SSRN 2529195, 2019.

Rafferty, A.E. and M.A. Griffin, Refining individualized consideration: Distinguishing developmental leadershipand supportive leadership. Journal of occupational and organizational psychology, 2006. 79(1): p. 37-61.DOI: https://doi.org/10.1348/096317905X36731.

Chebon, S.K., W.K. Aruasa, and L.K. Chirchir, Influence of individualized consideration and intellectual stimulation on employee performance: Lessons from Moi teaching and referral hospital,Eldoret, Kenya. IOSR Journal Of Humanities And Social Science (IOSR-JHSS), 2019. 24(7): p. 11- 22.DOI: https://doi.org/10.30845/ijbss.v10n7p14.

Ondari, J.N., S. Were, and G. Rotich, Effect of Individualized Consideration on Organizational Performance of State Corporations in Kenya. Strategic Journal of Business & Change Management, 2018. 5(1): p. 400-412.

Jaiswal, N.K. and R.L. Dhar, Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 2015. 51: p. 30-41.DOI: https://doi.org/10.1016/j.ijhm.2015.07.002.

Lee, P.K.C., et al., An empirical study of transformational leadership, team performance and service quality in retail banks. Omega, 2011. 39(6): p. 690-701.DOI: https://doi.org/10.1016/j.omega.2011.02.001.

Singh, T. and A. Modassir, Relationship of emotional intelligence with transformational leadership and organizational citizenship behavior. IIM Bangalore Research Paper, 2007(262).DOI: https://doi.org/10.2139/ssrn.2145266.

Agyemang, F.G., H. Boateng, and M.D. Dzandu, Examining intellectual stimulation, idealised influence and individualised consideration as an antecedent to knowledge sharing: Evidence from Ghana. Knowledge Management & E-Learning: An International Journal, 2017. 9(4): p. 484-498.DOI: https://doi.org/10.34105/j.kmel.2017.09.030.

Singh, A.S., Common procedures for development, validity and reliability of a questionnaire.International Journal of Economics, Commerce and Management, 2017. 5(5): p. 790-801.

Utami, M.M., How intellectual stimulation effects knowledge sharing, innovation and firm performance. International Journal of Social Science and Humanity, 2013. 3(4): p. 420.DOI: https://doi.org/10.7763/IJSSH.2013.V3.274.

Downloads

Published

2022-01-30

How to Cite

K, P. S., & Nurhasanah, N. (2022). The Effects of Leadership to Employee Performance During Covid-19 Pandemic. CENTRAL ASIA AND THE CAUCASUS, 23(1), 3781-3793. https://ca-c.org/CAC/index.php/cac/article/view/355

Plaudit

Similar Articles

1-10 of 280

You may also start an advanced similarity search for this article.