Empowering Leadership and Individual Readiness to Change: the Role of People Dimension and Work Method

Empowering Leadership and Individual Creativity: The Mediation Role of Psychological Empowerment in Facing Covid-19 Pandemic

“…Empowering leadership is defined as a situation where a leader contributes power, autonomy, motivation, and other work privileges among followers (Ahearne et al, 2005;Zhang & Bartol, 2010;Sims et al, 2009;Muafi et al, 2019). Martin et al, (2013) argue that the characteristic of empowering leadership behavior facilitates autonomy and competence among the members.…”

“…Empowering leaders will support an individual's readiness to change, but previous studies have shown different results. While some researchers claim that empowering leaders support individual readiness for change (Holten & Brenner, 2015;Muafi et al, 2019;Yin et al, 2017;Dong et al, 2017), there are others which claim otherwise as well. This study is therefore, important to be conducted because:…”

Transformational Leadership and Job Satisfaction: A Quantitative Study on Textile Companies in Solo Central Java

“…While transformational leadership focus on the process in influencing change in attitude, belief and values of the followers in order to get to the objectives that the company needed (González-Cruz et al, 2019), Good attention and relationships from the leadership to subordinates, can improve employee job satisfaction so that employees will feel themselves an important part of the organization (Islam et al, 2020;Muafi et al, 2019), furthermore she said that transformational leadership influences employee job satisfaction where a match between leadership style and teamwork will affect the performance of the team led. Based on the description, the first hypothesis in this study is transformational leadership has a significant effect on employee reward acceptance.…”

“…Reward as part of an appreciation of the achievement of the work of an employee is a right that should be accepted (Ding, Li, Zhang, Sheng, & Wang, 2017;Muafi et al, 2019). Acceptance of rewards can be a representative of employee satisfaction when in accordance with the organization's agreement.…”

“…Fulfilling the need for attention to the results of innovative thinking is an important thing to pay attention to in the context of transformational leadership, especially in the scope of developing countries such as Indonesia, where the character of high power distance is still very strong so that employees in an organization tend to avoid confrontation and prefer to harbours feelings pessimistic about work (Banik, Gao, & Rabbanee, 2019;Milliken, Morrison, & Hewlin, 2003). Therefore, the ability of a leader to motivate and provide emotional support will be considered an intrinsic reward in an organization, where employees are given the responsibility and authority to be able to solve organizational problems (Islam, Furuoka, & Idris, 2020;Muafi, Fachrunnisa, Siswanti, El Qadri, & Harjito, 2019).…”