KEPEMIMPINAN PEMBERDAYAAN PADA KINERJA KARYAWAN DAN KESEIMBANGAN PEKERJAAN RUMAH DI MASA PANDEMI nCOVID-19

Abstract

Merebaknya pandemi nCOVID-19 di Indonesia sejak pertengahan Maret 2020, memaksa banyak sektor untuk bekerja dari rumah. Adanya perubahan lingkungan kerja dikhawatirkan memengaruhi kinerja karyawan. Rumah yang selama ini dianggap sebagai tempat melepas penat pekerjaan, berubah menjadi area kerja. Guna menghindari terjadinya penurunan keseimbangan pekerjaan-rumah dan kinerja karyawan, organisasi harus beradaptasi terhadap gaya kepemimpinannya. Gaya kepemimpinan diyakini sebagai cara efektif untuk menentukan kinerja organisasi, kepemimpinan juga diharapkan dapat menjadi pengaruh positif untuk keseimbangan pekerjaan-rumah. Kepemimpinan pemberdayaan dengan karakteristiknya yang fleksibel dipandang cocok diterapkan dalam masa pandemi saat ini. Penelitian ini bertujuan untuk menganalisa pengaruh kepemimpinan pemberdayaan (X) terhadap keseimbangan pekerjaan-rumah (Y1) dan kinerja karyawan (Y2). Hasil penelitian ini menunjukkan bahwa kepemimpinan pemberdayaan memiliki pengaruh positif dan signifikan baik pada keseimbangan pekerjaan-rumah (p-value = 0,04 dan β=0,14) maupun kinerja karyawan (p-value <,01 dan β=0,58). Kepemimpinan pemberdayaan memberikan kepercayaan diri pada karyawan terhadap kemampuannya dalam pekerjaan, dengan kepercayaan diri karyawan akan merasa efektif, karena perannya yang beragam berjalan dengan baik. Lebih lanjut, kepemimpinan pemberdayaan mampu meningkatkan kinerja karyawan karena adanya pemberian otonomi pekerjaan, yang memudahkan karyawan dalam penyelesaian tugas dalam pekerjaan.
 Kata Kunci: Kepemimpinan Pemberdayaan, Keseimbangan Pekerjaan-Rumah, Kinerja Karyawan, Pandemi nCOVID-19.
 
 The outbreak of the nCOVID-19 pandemic in Indonesia since mid-March 2020, has left many to work from home. It is feared that a change in the work environment will affect employee performance. The house that has been transformed into a work area. In order to cause a decrease in the work-home balance and employee performance, the organization must adapt its leadership style. Leadership style as an effective way to determine organizational performance, leadership is also expected to be a positive influence for work-home balance. Empowering leadership with a flexible statement is suitable to be applied in the current pandemic. This study aims to analyze the effect of empowering leadership (X) on work-home balance (Y1) and employee performance (Y2). The results of this study indicate that empowering leadership has a positive and significant effect both on homework balance (p-value = 0.04 and β = 0.14) and employee performance (p-value <, 01 and β = 0.58). . Empowering leadership gives employees confidence in their abilities at work, with confidence that employees will feel effective, because their various roles are running well. Furthermore, empowering leadership is able to improve employee performance because it offers job autonomy, which makes it easier for employees to complete tasks at work.
 Keywords: Empowering Leadership, Work-Life Balance, Employee Performance, nCOVID-19 Pandemic.

Systematic Literature Review: Empower Leadership and Role Intrinsic Motivation as a Mediation Variable in Improving Employee Performance

“…The company will not achieve this. This is in line with research (Ahluwalia & Puji, 2021) that Empower Leadership also has a positive effect on Employee Performance during the current pandemic. Employees are given job autonomy which allows them to complete work in their own way for more effective results.…”

Analysis of Company Capability Using 7s McKinsey Framework to Support Corporate Succession (Case Study: Pt X Indonesia)

“…Leaders who were originally more directive to employees rather than asking for employee participation need to adjust their leadership style. Empowerment leadership is recommended to the CEO where empowerment leadership is a leader behavior that focuses on task delegation, initiative, goal focus, efficacy support, inspiration, coordination, modeling, and guidance (Amundsen & Martinsen, 2014) in (Ahluwalia Puji, 2020). Regarding mentoring, PT X Indonesia must change the current type of mentoring which was originally only intended to mentor old employees if there were only problems.…”

Analysis of Empowerment, Organizational Commitment and Competence in Improving Employee Performance: Study on the Regional Revenue Agency of Southeast Sulawesi Province

“…Employee empowerment, defining the process of enabling employees and delegating power within a work environment, plays a crucial role in enhancing organizational effectiveness. This process not only allows workers to act independently and responsibly but also boosts their intrinsic motivation through empowering experiences (Ahluwalia, 2020b). According to Coudron and Paul et al, empowerment is a motivational process that changes an individual's orientation towards their job, facilitating four cognitions reflecting an individual's engagement with their work.…”

“…In facing these challenges, it is important to understand that employee empowerment not only focuses on the delegation of authority but also includes aspects of capability development, granting authority for decision-making, and providing adequate support so that employees can contribute maximally towards organizational goals (Ahluwalia, 2020a). This necessitates a supportive work environment where employees feel valued and empowered.…”