Rahman, H Abd
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The Influence of Transformational Leadership Style and Work Environment on Employee Performance in Retail Companies Rahman, H Abd; Rahman, A Syafir; Sulfiani, Sulfiani; Kamaruddin, Kamaruddin; Sahabuddin, Sahabuddin
International Journal of Economics (IJEC) Vol. 4 No. 2 (2025): July-December
Publisher : PT Inovasi Pratama Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55299/ijec.v4i2.1531

Abstract

This study examines the influence of transformational leadership style and work environment on employee performance within retail companies. The research aims to provide comprehensive insights into how leadership behaviors and environmental factors contribute to enhanced employee performance in retail settings. This qualitative research employs a comprehensive analysis utilizing in-depth interviews, focus group discussions, and thematic analysis to explore the relationships between transformational leadership, work environment, and employee performance. The study examines Bass's four dimensions of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) and their interaction with various work environment factors. The analysis reveals that transformational leadership significantly influences employee performance through its four core dimensions. The work environment, encompassing both physical and psychological elements, serves as a crucial moderating factor in this relationship. The study identifies key themes including leadership authenticity, environmental supportiveness, employee empowerment, and performance enhancement mechanisms. The findings provide valuable insights for retail managers and human resource professionals to develop effective leadership strategies and create supportive work environments that optimize employee performance. The research offers practical guidance for implementing transformational leadership practices in retail contexts. This study contributes to the existing literature by providing a comprehensive qualitative analysis of the interaction between transformational leadership and work environment in influencing retail employee performance, offering new perspectives on leadership effectiveness in retail settings.
Algorithmic Nudging and Employee Well-being: A Mixed-Methods Study on the Double-Edged Sword of AI-Driven Management in the Hybrid Work Era Rahman, H Abd; Sulfiani Sulfiani; A Syafir Rahman; Kamaruddin; Andi
International Journal of Economics (IJEC) Vol. 5 No. 1 (2026): January-June
Publisher : PT Inovasi Pratama Internasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55299/ijec.v5i1.1797

Abstract

Algorithmic nudging through artificial intelligence-driven management has emerged as a transformative force in contemporary hybrid workplaces, offering unprecedented opportunities for personalized performance optimization while simultaneously raising critical concerns about employee autonomy and psychological well-being. This mixed-methods study examined 87 white-collar professionals from Indonesian technology, financial services, and consulting firms to elucidate the complex relationship between algorithmic nudging, job burnout, perceived threat, and workforce well-being. Drawing upon self-determination theory and conservation of resources theory, the study integrated in-depth qualitative interviews (n=32) with quantitative burnout assessments employing the Maslach Burnout Inventory. Results revealed a curvilinear relationship whereby moderate algorithmic nudging implementations demonstrated positive effects on competence satisfaction and task clarity, whereas intensive surveillance and real-time algorithmic interventions paradoxically increased emotional exhaustion and cynicism by undermining autonomy and relatedness. Person-job fit emerged as a critical moderator, with individuals in roles aligned with algorithmic management exhibiting 34% lower burnout compared to misaligned counterparts. The study identified three primary mechanisms through which algorithmic nudging influences well-being: resource depletion (through psychological pressure), autonomy suppression (through constrained decision-making), and relatedness erosion (through surveillance-induced isolation). Contextual factors including organizational transparency, employee agency in system design, and hybrid work flexibility substantially buffered negative effects. These findings suggest that algorithmic nudging represents a double-edged sword requiring calibrated implementation, genuine employee participation in system governance, and human-centric safeguards to maximize productivity gains while protecting psychological well-being in the hybrid work erav