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All Journal Jurnal Manajemen Bisnis Jurnal Dinamika Akuntansi JAM : Jurnal Aplikasi Manajemen Jurnal Fokus Manajemen Bisnis JAKA (Jurnal Akuntansi, Keuangan dan Auditing) Logistic and Operation Management Research Indonesian Journal of Sustainability
Ali, Shujahat
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Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Languange, Linguistic, Communication & Media Social Sciences

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Transformational leadership and employee efficiency: Mediating role of knowledge sharing Arfianto, Septa Andra; Suhana, Suhana; Pradita, Nungki; Ali, Shujahat; Sam, Toong Hai
Jurnal Fokus Manajemen Bisnis Vol. 15 No. 1 (2025)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v15i1.12509

Abstract

Transformational leadership has been widely recognized for its potential to enhance employee performance. However, the mechanisms through which this influence occurs are not fully understood.This study examines the impact of transformational leadership on employee efficiency, with knowledge sharing as a mediating variable. The research was conducted at Tumbakmas Niagasakti Company, a trading and distribution company in Indonesia. The objective is to determine the extent to which transformational leadership influences employee efficiency and whether knowledge sharing plays a significant role in this relationship. A quantitative approach using a survey questionnaire was employed to collect data from 120 employees. The collected data was analyzed using Partial Least Squares Structural Equation Modelling. The findings reveal that transformational leadership has a positive and significant impact on employee efficiency. Moreover, knowledge sharing was found to partially mediate this relationship, indicating that transformational leaders who foster a culture of knowledge sharing can enhance employee efficiency. The study contributes to the existing literature by providing empirical evidence on the mediating role of knowledge sharing in the relationship between transformational leadership and employee efficiency within an Indonesian context. The implications of these findings for organizations seeking to improve employee performance and organizational effectiveness are discussed.
Work-life Balance and Compensation on Performance with Job Satisfaction as an Intervening Variable for Millennial Generation Banking Employees Ingsih, Kusni; Budiantoro, Risanda Alirastra; Hasanatina, Foza Hadyu; Ali, Shujahat
Jurnal Manajemen Bisnis Vol. 13 No. 2: September 2022
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/mb.v13i2.13947

Abstract

Research aims: The research aims to determine the effect of work-life balance and compensation on performance with job satisfaction as a variable intervening of millennial generation banking employees in Semarang City.Design/Methodology/Approach: This research design is quantitative. This study’s primary data was obtained by distributing questionnaires to millennial-generation banking employees. The study was conducted for one month. Hypothesis testing in this study used the SEM-STATA method.Research findings: With the object of research being the millennial generation working in the banking industry in Semarang City, compensation and work-life balance positively correlated with employee performance. The results also confirmed the role of the intervening variable, job satisfaction, in the relationship between work-life balance and compensation on employee performance. Theoretical contribution/Originality: The findings supported the existing theories (Spillover Theory, Enrichment Theory, and Equity Theory).Practitioner/Policy implication: For banking companies to pay attention to employee well-being because compensation will satisfy and motivate employees and improve work performance. It is also reasonable for the company to provide job satisfaction to employees to improve employee performance. To enhance the performance of banking employees for the millennial generation in the future through increasing programs that support employees to harmonize their personal lives and work activities to have a relationship with employees’ job satisfaction.Research limitation/Implication: The subject is limited to Millennial Generation and does not capture other generations, such as Baby Boomer and Generation X. It would be better if future researchers could analyze the different characteristics and personalities in the workplace. This paper also only tested the model by Millennial Generation who work in the banking industry in the Semarang City area. It cannot be generalized to other sectors and regions.
Co-Authors Abiyyatha, Muhammad Kafa Adya Hermawati Agung Yulianto Agus Prayitno Ali, Waqas Arfianto, Septa Andra Badingatus Solikhah Endang Fatmawati Foza Hadyu Hasanatina, Foza Hadyu Ghulam, Wajahat Ali Husin Husin, Husin I Wayan Ruspendi Junaedi Kusni Ingsih Machmuddah, Zaky Nasrul, Herni Widiyah Nungki Pradita Purbaningsih, Yuli Ratih Rosita Reardon, Jack Risanda Alirastra Budiantoro Riskawati, Nelis Sam, Toong Hai SANTOSO, R Tri Priyono Budi Sembhodo, Abimanyu Tuwuh Sodik Sodik, Sodik Suhana Suhana Susriyanti, Susriyanti Syahruddin Syahruddin Syamsul Bahri Sylvia Fettry E.M Wibowo, Teguh Setiawan Yanti, Atik Nur Fajar