Article Per Year (5 Year)
p-Index From 2021 - 2026
3.768
P-Index
This Author published in this journals
All Journal Jurnal Ekonomi Jurnal Ilmiah Manajemen dan Bisnis (JIMB) Dinasti International Journal of Digital Business Management International Journal of Social and Management Studies (IJOSMAS) Indonesian Journal of Business Analytics (IJBA) Formosa Journal of Multidisciplinary Research (FJMR) Indonesian Journal of Society Development (IJSD) Jurnal Keuangan dan Bisnis Jurnal Akuntansi, Manajemen, dan Perencanaan Kebijakan Journal of Management, Economic, and Financial Journal of Sustainable Economic and Business
Agus Arijanto
Universitas Mercu Buana
Religion Agriculture, Biological Sciences & Forestry Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences Other

Published : 24 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 24 Documents
Search

 1   2   3 
The Effects of Green Transformational Leadership and Career Development on Employee Engagement: The Mediating Role of Organizational Commitment Ratna Rosalia Rahayu; Agus Arijanto
Journal of Sustainable Economic and Business Vol. 3 No. 3 (2026): Journal of Sustainable Economic and Business (JOSEB)
Publisher : ARE Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70550/joseb.v3i3.706

Abstract

Objectives: This study analyzes the effect of Green Transformational Leadership and Career Development on Employee Engagement, incorporating Organizational Commitment as a mediating variable at Bank Indonesia. Methodology: Employing a quantitative approach, this research utilized the Partial Least Squares-Structural Equation Modeling (PLS-SEM) method. Data was collected via questionnaires distributed to 93 employees in the Economic and Monetary Policy Department using a saturated sampling technique. Finding: The results demonstrate that both Green Transformational Leadership and Career Development have a positive and significant direct impact on Employee Engagement. Furthermore, Organizational Commitment had the strongest direct effect on Employee Engagement () while significant indirect effects were identified for Green Transformational Leadership () and Career Development () through Organizational Commitment. Conclusion: Fostering a highly engaged workforce requires more than standard managerial directives; it demands inspiring ecological leadership and transparent professional growth pathways. Cultivating a strong organizational commitment is vital to translating leadership initiatives and career support into maximum emotional and cognitive dedication in the workplace.
Inclusive Leadership, Well-being, and Sustainable Performance: Environmental Awareness as Mediator in a Central Bank Yahya Nuryanto; Agus Arijanto
Journal of Sustainable Economic and Business Vol. 3 No. 3 (2026): Journal of Sustainable Economic and Business (JOSEB)
Publisher : ARE Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70550/joseb.v3i3.718

Abstract

Objectives: Currency management inside a central bank pairs rigid procedural control with a sizeable ecological footprint, yet how leadership and employee welfare convert into sustainability outcomes in such a setting has not been tested. This study examines whether employee environmental awareness carries the effect of inclusive leadership and employee well-being on sustainable performance. Methodology: Survey data were obtained from 142 employees of the Currency Management Department of Bank Indonesia through purposive sampling. Thirty-six items on a five-point Likert scale measured four latent constructs. Partial least squares structural equation modeling was run in SmartPLS 4.1 with 5,000 bootstrap subsamples. Finding: Six of seven hypotheses were supported. Employee well-being raised sustainable performance (β = 0.308; p = 0.027), whereas inclusive leadership did not (β = 0.103; p = 0.389). Both antecedents predicted environmental awareness, which proved the strongest driver of sustainable performance (β = 0.467; f² = 0.306). Mediation was indirect-only for leadership and complementary for well-being. Conclusion: Awareness, not directive influence, is the channel through which leadership reaches sustainability outcomes in a rule-bound public organization. Interventions should therefore target what employees notice and understand before targeting what they are told to do.
Green Leadership, Green Organizational Culture, and Sustainable Innovation: The Mediating Role of Organizational Commitment Friska Prajna Paramita; Agus Arijanto
Journal of Sustainable Economic and Business Vol. 3 No. 4 (2026): Journal of Sustainable Economic and Business (JOSEB)
Publisher : ARE Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70550/joseb.v3i4.755

Abstract

Objectives: This study examines the direct and mediated relationships of Green Transformational Leadership and Green Organizational Culture with Employee Sustainable Innovation, with Organizational Commitment serving as a mediating variable at PT Galic Artabahari. Methodology: A quantitative explanatory study involved 132 employees of PT Galic Artabahari who had worked for at least one year. Data were collected using a structured questionnaire with a five point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The analysis assessed the measurement model, structural model, and direct and indirect relationships using bootstrapping. Finding: Green Transformational Leadership positively and significantly influenced Organizational Commitment and Employee Sustainable Innovation. Green Organizational Culture also positively and significantly influenced Organizational Commitment and Employee Sustainable Innovation. Organizational Commitment positively and significantly influenced Employee Sustainable Innovation and significantly mediated the relationships between Green Transformational Leadership and Employee Sustainable Innovation and between Green Organizational Culture and Employee Sustainable Innovation. Both mediation effects were partial. The model explained 74.7% of the variance in Employee Sustainable Innovation and 41.5% of the variance in Organizational Commitment. Conclusion: Sustainability oriented leadership and organizational culture contribute to employee sustainable innovation both directly and through Organizational Commitment. Strengthening sustainability oriented leadership, embedding green values in organizational practices, and fostering employee commitment can support the generation and implementation of sustainable innovations at the employee level.
Green Transformational Leadership, Work Motivation, and Sustainable Employee Performance: The Role of Employee Engagement Syarief Hidayatullah H; Agus Arijanto
Journal of Sustainable Economic and Business Vol. 3 No. 4 (2026): Journal of Sustainable Economic and Business (JOSEB)
Publisher : ARE Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70550/joseb.v3i4.836

Abstract

Objectives: This study comprehensively investigates the underlying mechanisms through which green transformational leadership and work motivation influence sustainable employee performance. Specifically, the research evaluates the pivotal mediating role of employee engagement within the highly analytical and bureaucratic environment of Bank Indonesia, the nation's central bank. Methodology: We employed an explanatory quantitative research design utilizing a cross-sectional survey approach. The empirical data were collected from a carefully determined sample of 158 permanent employees across four strategic departments at Bank Indonesia using a stratified random sampling approach. To test the complex structural relationships and mediation effects, we applied Partial Least Squares Structural Equation Modeling (PLS-SEM) using the SmartPLS 4 software, executing a rigorous bootstrapping procedure with 5,000 subsamples. Finding: The empirical analysis reveals a compelling theoretical anomaly where green transformational leadership does not directly drive sustainable employee performance. Conversely, intrinsic work motivation exerts a strong, positive, and direct impact on the sustainability of employee performance. More importantly, both green leadership and work motivation are highly effective in cultivating deep employee engagement. Consequently, employee engagement emerges as a significant driver of sustainable performance, acting as a full mediator for green transformational leadership and a partial mediator for work motivation. Conclusion: Employee engagement functions as an absolute psychological bridge in a central banking context. Without this deep emotional and cognitive involvement, top-down environmental leadership visions and latent intrinsic motivation cannot effectively materialize into resilient, long-term sustainable performance.
Co-Authors Ani, Indri Bagaskara, Muhammad Adrian C. Catur Widayati Christian Kuswibowo Christina Catur Widayati Dian Eka Purwanti Didy Ika Supryadi Eko Tama Putra Saratian Friska Prajna Paramita Harefan Arief Hellen Widjaja, Purnamawati Heni Nur Fataya Juniar, Robbi Karyatun, Subur Magita, Magita Mochamad Soelton Muhammad Hario Dewanto Muhammad Sadiq Muhammed Hokroh Muttaqin, Khamdan Nurmala Pratiwi Onggo Pramudito Pradana, Yudhan Prameswari, Pritta D. Purnamawati Hellen Widjaja Putri A, Adinda Rahmad, Khozaeni Bin Ramadhana, Faza Arya Ratna Rosalia Rahayu Retno Wulandari Setini, Made Syarief Hidayatullah H T. Fintura, Agustina Tomi Murtomo Tri Wahyono, Tri Wahyu Anggraini, Wahyu Yahya Nuryanto Yenita . Zulkarnaen, Sayer