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Transformational Leadership and Innovative Work Behavior in Police Organizations: The Mediating Roles of Digital Competence and Digital Culture Nilawati, Chandra; Kurniawati, Desi Tri; Azzuhri, Misbahuddin
Jurnal Ilmiah Manajemen Kesatuan Vol. 14 No. 1 (2026): JIMKES Edisi January 2026
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v14i1.4791

Abstract

Digital transformation demands greater innovation capacity in public sector organizations. The rapid development of digital technology and the increasing complexity of public service demands require police organizations to adapt through stronger innovation capabilities, digital readiness, and supportive leadership. However, continues to face challenges such as uneven digital skills, weak dissemination of digital training outcomes, hierarchical barriers, and limited motivation toward innovation. These conditions indicate the need for leadership that is capable of inspiring change and fostering an innovative climate. This study examines the effect of transformational leadership on innovative work behavior with digital competence and digital culture as mediating variables. This study employs a quantitative research method. Using transformational leadership theory, Kurt Lewin’s Change Theory, and Expectancy Theory. The research also addresses the inconsistency of previous findings regarding the relationship between transformational leadership and innovative work behavior. Data were collected using a structured questionnaire and analyzed using PLS-SEM. The results are expected to demonstrate that transformational leadership positively influences innovative work behavior, both directly and indirectly, through digital competence and digital culture. This study contributes theoretically to human resource management literature and provides practical insights for police organizations seeking to strengthen innovation and digital transformation.
Unlocking Performance in Public Organizations: The Mediating Role of Employee Engagement in Talent and Knowledge Management Pangastiting Nalar, Dhimas Agung; Irawanto, Dodi Wirawan; Azzuhri, Misbahuddin
Jurnal Aplikasi Manajemen Vol. 23 No. 4 (2025)
Publisher : Universitas Brawijaya, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/

Abstract

The Directorate General of Customs and Excise (DGCE) is one of the Directorates General within the Ministry of Finance responsible for formulating and implementing policies in the areas of supervision, law enforcement, services and facilities, and optimization of state revenue in the areas of customs and excise in accordance with the provisions of laws and regulations. However, even though DGCE is a government agency, its performance still needs to be optimized. The purpose of this study is to analyze the impact of talent management and knowledge management on organizational performance in public organizations. Employee engagement in this study is expected to contribute to state revenue growth, thereby boosting the Indonesian economy. A quantitative technique was used in an explanatory research design. Using proportionate stratified random sampling, 303 respondents were chosen from among 912 Heads of Offices and Heads of Subdivisions/Sections throughout Indonesia. Likert scale surveys were used to gather data. Structural Equation Modeling Partial Least Squares (SEM-PLS) was used to do the analysis. Generational differences were also tested using multi-group analysis (MGA). The findings demonstrate that knowledge and talent management directly enhance organizational performance. Employee engagement can mediate the relationship between talent management and knowledge management on organizational performance. MGA results, however, show no discernible generational differences. The novelty of this study lies in comparing the public and private sectors. These results contribute to the body of study on human resource management in public institutions and offer recommendations to enhance DGCE's talent management, knowledge management, and employee engagement.