The Effect of Transformational Leadership and Remote Working on Employee Performance During COVID-19 Pandemic

Meiryani, Meiryani; Nelviana,; Koh, Yorick; Soepriyanto, Gatot; Aljuaid, Mohammed; Hasan, Fakhrul

doi:10.3389/fpsyg.2022.919631

Cited by 16 publications

(12 citation statements)

References 21 publications

(15 reference statements)

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“…Although consumer sales indicate a relatively constant demand, the demand/order placed by the retailer to a wholesaler is greater than the actual demand seen by that retailer. The order placed by the wholesaler to the manufacturer and the order from the manufacturer to the supplier vary even more (Meiryani et al, 2022 ; Paik & Bagchi, 2007 ).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Demand and Supply Disruptions During the Covid-19 Crisis on Firm Productivity

Hasan

Bellenstedt

Islam

2022

Glob J Flex Syst Manag

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This paper explores the supply chain (SC) disruption impacts to the performance outcomes of a semiconductor company during the Covid-19 pandemic and proposes appropriate risk mitigation strategies to overcome the crisis. The research uses a single case study methodology and 24 SC employees from Belgium and Germany who take part in the survey. To measure the effect of SC disruptions to the firm’s financial performance, some quarterly financial statement data are used from 2018 to 2021. The regression analysis results show that there is no significant impact of SC disruptions to the firm’s productivity and non-financial performance. The paired samples t-test suggests that there is no significant change in the firm’s financial performance before and during Covid-19 either due to the market’s political and economic stability or the semiconductor company develops effective SC risk management strategies.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Demand and Supply Disruptions During the Covid-19 Crisis on Firm Productivity

Hasan

Bellenstedt

Islam

2022

Glob J Flex Syst Manag

Self Cite

View full text Add to dashboard Cite

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“…The outbreak of the COVID-19 pandemic has highlighted the importance of leadership style in achieving business performance. If employees are productive and perform quality work, the company’s performance gradually increases ( Meiryani et al, 2022 ). Thus, the right leadership style can indicate the success of the agenda and explain quality performance ( Alkhadra et al, 2022 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…An important task of leaders is therefore the motivation of employees. By trying to motivate subordinates to focus on the vision and mission of the organization, to prioritize group interests, they achieve that they go beyond personal interests ( Meiryani et al, 2022 ). Leadership is influenced and determined by the organizational culture and the experience ( Hurduzeu, 2015 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The instability of the external environment causes stress, which leads to a decrease in work performance ( Saleem et al, 2021 ). Employee performance is one of the aspects that can influence the success of the company ( Meiryani et al, 2022 ). According to Sengottuvel and Aktharsha (2016) , all aspects of organizational culture account for a sizable portion of the diversity in performance.…”

Section: Literature Reviewmentioning

confidence: 99%

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Determinants of improving the relationship between corporate culture and work performance: Illusion or reality of serial mediation of leadership and work engagement in a crisis period?

et al. 2023

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The disease COVID-19 has had an impact on the lives of all people in the world. It also had a great impact on the world economies themselves. There are several scientific publications on the impact of the COVID-19 disease on the work performance of employees, while researchers have focused on less traditional factors such as corporate culture, leadership, or work engagement as well. Corporate culture influences the shared values or behavior of employees at the workplace and creates an environment in which employees work. Through leadership, managers should be able to motivate their employees and thereby ensure their better work performance. It can be assumed that if employees are more engaged, their work performance will be higher. The main goal of the paper is to examine whether corporate culture has an impact on the work performance of employees through the mediators of leadership and work engagement. The data necessary for the goal set in this way were obtained through a questionnaire survey, which was attended by 489 respondents during the year 2022. After the data reliability analysis, by using serial mediation with two mediators, the influence of corporate culture on work performance was verified independently, but also through the mediators of leadership and work engagement. Based on the results, it can be claimed that individual factors have a significant impact on work performance, while the influence of corporate culture mediated by leadership and work engagement was also confirmed. The influence of corporate culture, mediated only by leadership, and the independent influence of corporate culture through work engagement on work performance were also confirmed.

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“…However, some employees have reported enhanced job satisfaction and work–life balance while working remotely ( Bellmann and Hübler, 2020 ). Meiryani et al (2022) reported that the impact of remote working on employees is statistically significant, but transformational leadership has no effect on employee performance. Social unions, peer–employee relations, trust, and communication influence employee engagement and performance ( Adhitama and Riyanto, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Remote working and occupational stress: Effects on IT-enabled industry employees in Hyderabad Metro, India

2023

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In the present study, the researchers reported the results of an empirical study on remote working and occupational stress and their effects on employees’ job satisfaction, motivation, and performance. Remote working has three subscales: self-proficiency, technology, and teamwork. Intrinsic and extrinsic motivation subscales were included to assess employee motivation. A simple random sampling method was used to select the subjects who are employees of the IT-enabled industries in Hyderabad Metro. A total of 513 responses were obtained on the remote working subscales—the effect on the independent variables, namely, employee self-proficiency, technology, teamwork, and occupational stress, on the dependent variables, namely, job satisfaction, intrinsic motivation, extrinsic motivation, and performance. The measured Cronbach’s alpha was in the range of 0.64–0.77, other reliability statistics split-half (odd-even) correlation was in the range of 0.62–0.84, and theSpearman–Brown prophecy was in the range of 0.70–0.91, demonstrating the reliability and internal consistency of the research instrument. The general linear model results indicated that all the independent variables, namely, self-proficiency, teamwork, and Occupational stress, are statistically significant and influence the outcome variables. The general linear model results also indicated statistically significant age differences in the dependent variables; however, there were no statistically significant gender differences. Of the independent variables, self-proficiency influences job satisfaction, intrinsic motivation, and performance (p < 0.01); teamwork influences employee job satisfaction and extrinsic motivation (p < 0.01 and p < 0.05); and Occupational stress influences performance (p < 0.01), which are statistically significant and thus influence the outcome variables. The model predicted a statistically significant influence of age (p < 0.01) on all the dependent factors, namely, job satisfaction, intrinsic motivation, extrinsic motivation, and performance. The study revealed that remote working is one of the major factors causing anxiety and employee stress. The main reasons are the absence of interaction with peers, the absence of routine fun during breaks, and work–family conflicts. Another observation is that the absence of peer–employee interaction demotivates the employees as there is no competition among the employees during remote working. The authors recommend that organizations develop an integrated human resource policy and performance management system that addresses the issues of employee stress, remote working concerns, peer–employee interactions, and pandemic-type situations. As there are several factors such as occupational stress, job satisfaction, motivation, peer interactions, and remote working concerns, employee stress-coping strategies affect the performance of an employee. The multiple mediation analysis indicates no statistically significant influence of the mediator variables, i.e., occupational stress and job satisfaction, on performance through remote working.

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The Effect of Transformational Leadership and Remote Working on Employee Performance During COVID-19 Pandemic

Cited by 16 publications

References 21 publications

Demand and Supply Disruptions During the Covid-19 Crisis on Firm Productivity

Demand and Supply Disruptions During the Covid-19 Crisis on Firm Productivity

Determinants of improving the relationship between corporate culture and work performance: Illusion or reality of serial mediation of leadership and work engagement in a crisis period?

Remote working and occupational stress: Effects on IT-enabled industry employees in Hyderabad Metro, India

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