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Journal : Journal of Advanced Research in Social Sciences and Humanities

Igniting Innovation: The Roles of Knowledge Sharing, Transformational Leadership, and Psychological Capital in Driving Innovative Work Behavior Suyoto; Uswatun Hasanah; Mega Aprillia Pratamasari
Journal of Advanced Research in Social Sciences and Humanities Vol. 9 No. 2 (2024): JARSSH
Publisher : Journal of Advanced Research in Social Sciences and Humanities

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26500/JARSSH-09-2024-0202

Abstract

Aim: This research aims to empirically investigate a model that explores the effects of knowledge sharing, psychological capital, and transformational leadership on adopting creative work practices.Methodology: The study involved 162 employees from the hospitality sector in Cilacap, selected from a total population of 255 individuals. Data collection was conducted through an online survey using Google Forms, and the Accidental Sampling method was applied. The data gathered were analyzed using the partial least squares (PLS) technique.Findings: The results reveal that knowledge sharing, psychological capital, and transformational leadership each have a significant and positive impact on employees’ creative work practices.Implications/Novel Contribution: To inspire, foster collaboration, and build trust, management must foster a transformational leadership style. Employees’ psychological capital, including resilience, optimism, hope, and self-confidence, must also be strengthened. If information sharing activities are carried out more successfully, employees tend to use more innovative work methods.
Unlocking Safety Excellence: The Synergy of Leadership, Knowledge, and Motivation Efi MiftahFaridl; Suyoto; Jovinda Percillia Marifatul Umairoh
Journal of Advanced Research in Social Sciences and Humanities Vol. 9 No. 1 (2024): JARSSH
Publisher : Journal of Advanced Research in Social Sciences and Humanities

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26500/JARSSH-09-2024-0103

Abstract

Aim: The study investigates the impact safety leadership, safety knowledge, and safety motivation on safety performance.Methodology: The study adopts a quantitative approach. The population comprises 237 employees of PT Paiton PLTU Probolinggo, with the entire population included in the sample using a combination of total sampling and non-probability sampling techniques. Partial least squares analysis was employed to analyze the data.Findings: The analysis reveals that safety leadership, safety knowledge, and safety motivation each have a positive and substantial impact on safety performance. This conclusion was drawn from calculations at a 5% significance level.Implications/Novel Contribution: This study provides valuable insights for organizations, emphasizing the importance of leadership development and continuous improvement in safety knowledge to cultivate a motivated workforce. These efforts are key to reducing workplace risks and enhancing overall safety performance, strengthening an organization’s safety culture.