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All Journal Jurnal Manajemen Teori dan Terapan Jurnal Manajemen dan Pemasaran Jasa
Juansih
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education

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Middle manager impacts: Situational leadership on service quality performance Mayangsari, Agni Shanti; Juansih; Eko Pujianto, Wahyu
Jurnal Manajemen dan Pemasaran Jasa Vol. 18 No. 1 (2025): Maret
Publisher : Lembaga Penerbit Fakultas Ekonomi dan Bisnis

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25105/v18i1.19989

Abstract

This study investigates the impact of situational leadership by middle managers on service quality performance in Surabaya's hospitality industry, with Perceived Organizational Support as a moderating variable. Data were collected from 179 valid responses from 15 star-rated hotels, focusing on managerial roles such as Front Office Managers and Executive Housekeepers. A quantitative approach was adopted, employing Structural Equation Modeling (SEM) for data analysis. The results indicate that delegative and supportive leadership significantly enhance service quality, while coaching and directive leadership do not show a significant effect. Moreover, POS significantly improves service quality but does not strengthen the relationship between situational leadership styles and service quality. These findings emphasize the importance of tailoring leadership approaches to specific contexts, highlighting the critical role of delegative leadership and organizational support in fostering service quality. Future research should expand beyond Surabaya and explore other industries to enhance the generalizability of these findings. This study contributes to the contingency theory by examining the dynamic interplay between situational leadership and contextual factors in improving organizational performance.
The Role of Managerial Social Capital Head of Police Sector in Strengthening the Influence of Human Capital Leaders on Human Relations Adisatria, Wiwit; Sabar; Juansih
Jurnal Manajemen Teori dan Terapan| Journal of Theoretical and Applied Management Vol. 17 No. 1 (2024)
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/jmtt.v17i1.53573

Abstract

Purpose - Leader human capital in the police sector refers to a leader with the knowledge, skills, and experience to develop and use human resources. Police leaders face a daunting task in developing human capital and turning it into organizational learning. This study examines the interplay between human capital and social capital, how it impacts human relationships, and the effectiveness of public security and order. Design/methodology/approach - This study uses a quantitative approach, using a survey method, with the unit of analysis being the Police Sector and using multisource data sources, with a total sample of 82 respondents. Data collection for this study used a questionnaire with self-reported data. Findings – This research found that the police chief's social capital management strengthens his human capital's influence on human connections. This suggests that the police chief's human capital and capacity can develop relationships. The test results also reveal that human relations affect police security and social services. The test results demonstrate that human capital does not improve police security and social services. Testing this model shows that human capital affects public security and order more effectively through human relations. Originality/Value - This study investigates the interplay between social and human capital, focusing on their impact on security effectiveness and human relations within the Police as a command organization. Policy Implication - Investing in human resource development and promoting strong human connections within the police sector is crucial to enhance the efficacy of security and social services.
Co-Authors Mayangsari, Agni Shanti SABAR Wahyu Eko Pujianto Wiwit Adisatria, Wiwit