PEMIMPIN YANG RENDAH HATI DAN PERILAKU INOVATIF: PERAN PEMBERDAYAAN PSIKOLOGIS
Abstract
This research was conducted at PT. Gora Mandau Sawit with the aim of examining the role of psychological empowerment in mediating the influence of a humble leader on innovative behavior. The population of research conducted by researchers are all employees of PT. Gora Mandau Sawit, which amounted to 100 people, used the total sampling method, the sample of this study was 99 people (minus the researcher). The data analysis of this study used descriptive statistics and verification analysis, as the analysis tool used Structural Equation Model which was processed with SmartPLS2 Software. The results of the analysis prove that at PT. Gora Mandau Sawit, The more effective a humble leader is, the more likely it is to increase innovative behavior, and a humble leader influences the innovative behavior of employees through psychological empowerment mediation.
References
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[12] Rego, A., Owens, B., Leal, S., Melo, A. I., Cunha, M. P. E., Gonçalves, L., & Ribeiro, P. (2017). How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model. Leadership Quarterly, 28, 639–658.
[13] Scott, Susanne G and Reginald A. Bruce. 1994. Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace. The Academy of Management Journal. Vol. 37. No. 3. pp. 580-607
[14] Spreitzer, Gretchen M. 1995. Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. The Academy of Management Journal, Vol. 38, No. 5. pp. 1442-1465
[15] Standish, N.G. (2007), Humble Leadership: Being Radically Open to God’s Guidance and Grace, Rowman & Littlefield, Washington, DC.
[16] Vera, D. and Rodriguez-Lopez, A. (2004), “Strategic virtues: humility”, Organizational Dynamics, Vol. 33 No. 4, pp. 393-408
[17] Wang, L., Owens, B. P., Li, J. J., & Shi, L. (2018). Exploring the affective impact, boundary conditions, and antecedents of leader humility. Journal of Applied Psychology, 103(9), 1019–1038
[18] Wang, Y., Liu, J., and Zhu, Y. (2018a). How does humble leadership promote follower creativity? The roles of psychological capital and growth need strength. Leadersh. Organ. Dev. J. 39, 507–521.
[19] Williams, H. M., Parker, S. K., and Turner, N. (2010). Proactively performing teams: the role of work design, transformational leadership, and team composition. J. Occup. Organ. Psychol. 83, 301–324.
[2] Cooper, B., Wang, J., Bartram, T., and Cooke, F. L. (2019). Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: the role of social climate and resilience. Hum. Resour. Manage. 58, 85–97
[3] Harland, L., Harrison, W., Jones, J. R., and Reiter-Palmon, R. (2005). Leadership behaviors and subordinate resilience. J. Leadersh. Organ. 11, 2–14.
[4] Lengnick-Hall, C. A., Beck, T. B., and Lengnick-Hall, M. L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Hum. Resour. Manag. Rev. 21, 243–255.
[5] Mao, J., Chiu, C.‐Y., Owens, B. P., Brown, J. A., & Liao, J. (2018). Growing followers: Exploring the effects of leader humility on follower self‐expansion, self‐efficacy, and performance. Journal of Management Studies, 56(2), 343–371.
[6] Morris, J.A., Brotheridge, C.M. and Urbanski, J.C. (2005), “Bringing humility to leadership: antecedents and consequences of leader humility”, Human Relations, Vol. 58 No. 10, pp. 1323-1350.
[7] Nguyen, Q., Kuntz, J. R. C., Näswall, K., and Malinen, S. (2016). Employee resilience and leadership styles: the moderating role of proactive personality and optimism. J. Psychol. 45, 13–21.
[8] Nielsen, R., Marrone, J.A. and Slay, H.S. (2010), “A new look at humility: exploring the humility concept and its role in socialized charismatic leadership”, Journal of Leadership & Organizational Studies, Vol. 17 No. 1, pp. 33-43.
[9] Owens, B. P., Johnson, M. D., and Mitchell, T. R. (2013). Expressed humilityi in organizations: implications for performance, teams, and leadership. Organ. Sci. 24, 1517–1538.
[10] Owens, B.P. and Hekman, D.R. (2012), “Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes”, Academy of Management Journal, Vol. 55 No. 4, pp. 787-818.
[11] Qian, J., Li, X., Song, B., Wang, B., Wang, M., Chang, S., et al. (2018). Leader’s expresses humility and followers’ feedback seeking: the mediating effects of perceived image cost and moderating effects of power distance orientation. Front. Psychol. 9:563. doi: 10.3389/fpsyg.2018.00563
[12] Rego, A., Owens, B., Leal, S., Melo, A. I., Cunha, M. P. E., Gonçalves, L., & Ribeiro, P. (2017). How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model. Leadership Quarterly, 28, 639–658.
[13] Scott, Susanne G and Reginald A. Bruce. 1994. Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace. The Academy of Management Journal. Vol. 37. No. 3. pp. 580-607
[14] Spreitzer, Gretchen M. 1995. Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. The Academy of Management Journal, Vol. 38, No. 5. pp. 1442-1465
[15] Standish, N.G. (2007), Humble Leadership: Being Radically Open to God’s Guidance and Grace, Rowman & Littlefield, Washington, DC.
[16] Vera, D. and Rodriguez-Lopez, A. (2004), “Strategic virtues: humility”, Organizational Dynamics, Vol. 33 No. 4, pp. 393-408
[17] Wang, L., Owens, B. P., Li, J. J., & Shi, L. (2018). Exploring the affective impact, boundary conditions, and antecedents of leader humility. Journal of Applied Psychology, 103(9), 1019–1038
[18] Wang, Y., Liu, J., and Zhu, Y. (2018a). How does humble leadership promote follower creativity? The roles of psychological capital and growth need strength. Leadersh. Organ. Dev. J. 39, 507–521.
[19] Williams, H. M., Parker, S. K., and Turner, N. (2010). Proactively performing teams: the role of work design, transformational leadership, and team composition. J. Occup. Organ. Psychol. 83, 301–324.
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2022-12-04
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