Effect of transformational and transactional leadership on SMEs in Indonesia

Feranita, Nungky Viana; Nugraha, Alifian; Sukoco, Sampir Andrean

doi:10.21511/ppm.18(3).2020.34

Cited by 19 publications

(17 citation statements)

References 30 publications

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“…Indonesia pays extraordinary attention to the sustainability of the SME`s life cycle to survive amidst high business competition. In Indonesia, SMEs account for almost 97% of labor absorption and almost 60% of the gross domestic product (Feranita et al, 2020). SMEs are now operating in a hypercompetitive business climate marked by volatility, uncertainty, complexity, and ambiguity (VUCA) (Kaivo-oja & Lauraeus, 2018; Semke & Tiberius, 2020; Volberda, 1996).…”

Section: Introductionmentioning

confidence: 99%

The moderating effect of competitive intensity on foresight capability and product innovation of SMEs in Indonesia

Manalu

Nurhayati

Setyanto

2023

Problems and Perspectives in Management

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This study aims to understand the performance of SME’s product innovation by relating it to the foresight concept of SME owners or managers and the moderating effect of competitive intensity. It employs a quantitative research method by using a survey. This paper studies SMEs from the West Java Province of Indonesia in three industrial sectors: food, fashion, and handicrafts. These industrial sectors were chosen because they are the most competitive, and their consumers change rapidly. Data were collected through a structured questionnaire. A total of 200 questionnaires were distributed, 190 were returned, and 187 were used for data processing. Furthermore, the data were analyzed using exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM). The results show that networking, time horizon, and analysis can affect product innovation performance (p &lt; 0.05). Furthermore, competition intensity does not affect the relationship between analysis and product innovation performance, although there is a relationship between networking and time horizon. The results of this study provide insight for Indonesian SMEs, especially in West Java. Foresight skills trained by SMEs will make them accustomed to facing high-level competition, especially in the time horizon dimension. However, on the other hand, the high intensity of competition can reduce their networking to collaborate with various related parties.

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Section: Introductionmentioning

confidence: 99%

The moderating effect of competitive intensity on foresight capability and product innovation of SMEs in Indonesia

Manalu

Nurhayati

Setyanto

2023

Problems and Perspectives in Management

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“…The level of job satisfaction is one of the key elements to measure performance in an organization. According to Magasi, (2021) [16] role of transformational leadership in performance is based on empowering employees, empowering employees and intellectually stimulating employees, this has resulted in a positive relationship with employee performance. The strength of this bond is enhanced by the application of innovation and creativity, elements that are characteristic of this type of leadership style.…”

Section: The Influence Of Leadership Style On Employee Performancementioning

confidence: 99%

The Impact That the Application of a Certain Leadership Style Has on the Performance of Employees in the Catering Sector

HABILI¹

2023

IJSSHR

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Management is both art and science. There is no best way as to which management style is perfect or better. There is no exact formula that this business or that type of company has a certain management style. Also in the framework of leadership style there is no perfect style for a certain company. Each leadership style has its advantages and disadvantages. Finding the right leadership style for one certain company is art in itself. But it must be said that the impact of a certain leadership style has different impacts on different individs. This is the purpose of the study to highlight the impact of leadership style on employee performance. But if we include as a variable the industry or sector where a certain company operates, then the impact that a certain leadership style has on a sector changes. The purpose of the study is to identify the leadership style in the catering sector and how this leadership style affects the performance of employees.

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“…Small-medium enterprises are a motor of rural economic development (Feranita, Nugraha, & Sampir, 2020) and plays a significant role in developing countries (Abbasov & Alizada, 2016). These enterprises are more resilient in sudden disturbances, like economic crises (Rosavina et al, 2019).…”

Section: Social Constraint-policy Nexus Of the Bamboo Small-medium Enterprise Developmentmentioning

confidence: 99%

Value Chain Structure Analysis as A Starting Point for Bamboo Enterprise Development: Lessons from Gunungkidul, Indonesia

Utomo

Pieter

Siagian

2021

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The economic contributions of rural enterprises in Indonesia are significant to support local people's livelihoods, although it remains at micro to medium levels. One small-scale enterprise, which remains understudied and receives little policy attention, is the bamboo enterprise. Gunungkidul Regency in Yogyakarta Special Province, a central region in Java Island, Indonesia, have many bamboo enterprises, creating various products that support some 6,500 jobs. This research is conducted as a case study of the Gunungkidul Regency. A value chain perspective was used to study three bamboo-based enterprises' value chain structure: kitchen utensils, bamboo toy handicraft, and chemically treated bamboo. The snowball concept was used until the data was saturated. In total, 86 respondents were interviewed. The traditional chain was dominant. The longest value chain and the highest number of actor levels were bamboo toy handicrafts, and the shortest and smallest actor level was the chemically treated bamboo. Most channels were in the toy handicraft chain in the production flow, then kitchen utensils, and chemically treated bamboo. The credit payment method is prevalent in financial flow, and trust has been widely established between actors. The information flow related to price was imbalanced. In each chain, collaboration in the raw material segment was weak. The lack of willingness of artisans to be more productive and the weak cooperation among artisans, coupled with the lack of support from the government seems to be obstacles to the development of bamboo as a small to medium enterprise in Gunungkidul

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Effect of transformational and transactional leadership on SMEs in Indonesia

Cited by 19 publications

References 30 publications

The moderating effect of competitive intensity on foresight capability and product innovation of SMEs in Indonesia

The moderating effect of competitive intensity on foresight capability and product innovation of SMEs in Indonesia

The Impact That the Application of a Certain Leadership Style Has on the Performance of Employees in the Catering Sector

Value Chain Structure Analysis as A Starting Point for Bamboo Enterprise Development: Lessons from Gunungkidul, Indonesia

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