EMPLOYEE PERFORMANCE IMPROVEMENT IN HUMBLE LEADERSHIP, SERVANT LEADERSHIP AND EMPLOYEE INNOVATION BEHAVIOR

Dani Taupan  Ramdani

doi:10.53067/ije3.v3i1.140

Authors

Dani Taupan Ramdani Universiti Malaysia Terengganu

DOI:

https://doi.org/10.53067/ije3.v3i1.140

Keywords:

Servant Leadership, Employee Innovation Behavior, Employee Performance on Humble Leadership

Abstract

The character of a good leader illustrates an important factor in the company's growth, where without the character of a good leader there will be obstacles in achieving the company's goals. The character of the leader can significantly influence the process of improving employee performance. In essence, the character and style of the leader are the causes that come from outside to be able to develop the personal performance of each employee.

This research uses associative quantitative method assessment which is the method used in this study. The purpose of this study is to test hypotheses, namely studies that inform facts related to existing variables. Population of Total employees of PT. Indorama Petrochemicals as many as 276 people will be used as the population for the implementation of this research, using the slovin formula used as many as 163 employees.

Humble leadership has a positive and insignificant effect on employee performance. shows a statistical t value of 1.020519. Where this value is smaller than 1.96 (∝=0.05). Servant leadership has a positive and significant effect on employee performance. shows the statistical t value of 2.200401. Humble leadership has a positive and significant effect on employee innovation behavior. shows the statistical t value of 2.664598. Servant leadership has a positive and significant effect on employee innovation behavior. shows a statistical t value of 4.476124 where this value is greater than 1.96 (∝=0.05). And Employee innovation behavior has a positive and significant effect on employee performance. shows the statistical t value of 2.769558

Downloads

Download data is not yet available.

References

Agustina, Haryono et al. 2015. Application of Problem Posing Learning Model as an Effort to Increase Analysis Ability and Learning Achievement on Solubility Material and Solubility Product of Class XI IPA 3 Students of SMA Negeri Gondangrejo Academic Year 2013/2014.Journal of Chemistry Education, Chemistry Education Study Program, Vol. 4 No. 2 of 2015, ISSN 2337-9995

Akhtar, P., Khan, Z., Frynas, J.G., Tse, Y.K. and Rao-Nicholson, R. (2018), “Essential micro-foundations for contemporary business operations: top management tangible competencies, relationship- based business networks and environmental sustainability”, British Journal of Management, Vol. 29 No. 1, pp. 43-62.

Albertini, E. (2013), “Does environmental management improve ﬁnancial performance? A Meta- analytical review”, Organization and Environment, Vol. 26 No. 4, pp. 431-457.

Anderson, N., Potočnik, K. & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40, 1297-1333.

Chiniara, M. and Bentein, K. (2016), “Linking servant leadership to individual performance: differentiating the mediating role of autonomy, competence and relatedness need satisfaction”, The Leadership Quarterly, Vol. 27 No. 1, pp. 124-141.

Christensen, L., Mackey, A. and Whetten, D. (2014), “Taking responsibility for corporate social responsibility: the role of leaders in creating, implementing, sustaining, or avoiding socially responsible ﬁrm behaviors”, Academy of Management Perspectives, Vol. 28 No. 2, pp. 164-178.

De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23-36.

Handoyo, (2015). Peranan Organizational Citizenship Behavior. Bandung: Mitrawacanamedia.

Hasibuan, Malayu. (2016). Human Resource Management. Jakarta: Bumi Aksara Publisher.

Kincaid, M. (2012), “Building corporate social responsibility through servant-leadership”, International Journal of Leadership Studies, Vol. 7 No. 2, pp. 151-171.

Nielsen R, Marrone JA, Slay HS (2010) A new look at humility: Exploring the humility concept and its role in socialized charismatic leadership. J. Leadership Organ. Stud. 17(1):33–43.

Owens BP, Hekman DR (2012) Modeling how to grow: An induc-tive examination of humble leader behaviors, contingencies, and outcomes. Acad. Management J. 55(4):787–818.

Owens, B. P., Johnson, M. D. & Mitchell, T. R. (2013). Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership. Organization Science, 24(5), September– October 2013, 1517–1538.

Owens, B.P., Wallace, A.S. and Waldman, D.A. (2015), “Leader narcissism and follower outcomes: the counterbalancing effect of leader humility”, Journal of Applied Psychology, Vol. 100 No. 4, pp. 1203-1213.

Now, Uma. (2014). Research Methodology for Business (Research Methods for

Business) Book 1 Edition 4. Jakarta: Salemba Empat

Sugiyono. (2018). Combination Research Methods (Mixed Methods). Bandung: CV

Alphabet.

Shoham, A., Almor, T., Lee, S.M. and Ahammad, M.F. (2017), “Encouraging environmental sustainability through gender: a micro-foundational approach using linguistic gender marking”, Journal of Organizational Behavior, Vol. 38 No. 9, pp. 1356-1379.

Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53, 323–342.