EFEK KEPEMIMPINAN ALTRUISTIK TERHADAP KUALITAS INTERAKSI ATASAN DAN BAWAHAN SERTA KEPUASAN KERJA
Abstract
This paper aims to explain theoretically the impact of altruistic leadership on the quality of leader-member exchange (LMX) and subordinatesÔÇÖ job satisfaction. Using a literature review approach, this paper proposes several propositions. First, altruistic leadership can create positive attitudes of subordinates such as job satisfaction. Second, altruistic leadership will shape the quality of leader-member exchange (LMX), which in turn will shape work attitudes such as job satisfaction.
References
[1] Abdillah, M. R., Wu, W., & Anita, R. (2020). Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms. Knowledge Management Research & Practice.
[2] Abdillah, M. R. (2021). Kepemimpinan Altruistik: Sebuah Tinjauan Pustaka dan Agenda untuk Penelitian Selanjutnya. Jurnal Manajemen dan Bisnis Terapan, 3(2), 76-85.
[3] Anand, S., Hu, J., Liden, R.C. and Vidyarthi, P.R. (2011), “Leader-member exchange: recent research findings and prospects for the future”, in Bryman, A., Collinson, D., Grint, K., Jackson, B. and Uhl-Bien, M. (Eds), The Sage Handbook of Leadership, Sage, Thousand Oaks, CA, pp. 311-325.
[4] Avolio, B.J. and Locke, E.E. (2002), “Contrasting different philosophies of leader motivation. Altruism versus egoism”, The Leadership Quarterly, Vol. 13 No. 2, pp. 169-191.
[5] Bakker, A.B. and Demerouti, E. (2007), “The job demands-resources model: state of the art”, Journal of Managerial Psychology, Vol. 22 No. 3, pp. 309-328.
[6] Bass, B.M. (1985), Leadership and Performance Beyond Expectations, Free Press, New York, NY.
[7] Breevaart, K., Bakker, A.B., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R. (2014), “Daily transactional and transformational leadership and daily employee engagement”, Journal of Occupational and Organizational Psychology, Vol. 87 No. 1, pp. 138-157.
[8] Brown, M.E. and Treviño, L.K. (2006), “Ethical leadership: a review and future directions”, The Leadership Quarterly, Vol. 17 No. 6, pp. 595-616.
[9] Burns, J.M. (1978), Leadership, Harper & Row, New York, NY.
[10] Camps, J. and Rodríguez, H. (2011), “Transformational leadership, learning, and employability: effects on performance among faculty members”, Personnel Review, Vol. 40 No. 4, pp. 423-442.
[11] Conger, J.A. and Kanungo, R.N. (1987), “Toward a behavioral theory of charismatic leadership in organizational settings”, Academy of Management Review, Vol. 12 No. 4, pp. 637-642.
[12] Demmy, T.L., Kivlahan, C., Stone, T.T., Teague, L. and Sapienza, P. (2002), “Physicians’ perceptions of institutional and leadership factors influencing their job satisfaction at one academic medical center”, Academic Medicine, Vol. 77 No. 12, pp. 1235-1240.
[13] Digman, J.M. (1989), “Five robust trait dimensions: development, stability, and utility”, Journal of Personality, Vol. 57 No. 2, pp. 195-214.
[14] Fisher, C. (2010), “Happiness at work”, International Journal of Management Reviews, Vol. 12 No. 4, pp. 384-412.
[15] Guest, D.E. (2017), “Human resource management and employee well-being: towards a new analytic framework”, Human Resource Management Journal, Vol. 27 No. 1, pp. 22-38.
[16] Hakanen, J.J., Schaufeli, W.B. and Ahola, K. (2008), “The job demands-resources model: a three-year cross-lagged study of burnout, depression, commitment, and work engagement”, Work & Stress, Vol. 22 No. 3, pp. 224-241.
[17] Halbesleben, J.R.B. (2010), “A meta-analysis of work engagement: relationships with burnout, demands, resources, and consequences”, in Bakker, A.B. and Leiter, M.P. (Eds), Work Engagement: A Handbook of Essential Theory and Research, Psychology Press, New York, NY, pp. 102-117.
[18] Hogan, R., Curphy, G.J. and Hogan, J. (1994), “What we know about leadership: effectiveness and personality”, American Psychologist, Vol. 49 No. 6, pp. 493-504.
[19] Jensen, S.M. and Luthans, F. (2006), “Entrepreneurs as authentic leaders: impact on employees’ attitudes”, Leadership & Organization Development Journal, Vol. 27 No. 8, pp. 646-666.
[20] Martin, R., Guillaume, Y., Thomas, G., Lee, A. and Epitropaki, O. (2016), “Leader-member exchange (LMX) and performance: a meta-analytic review”, Personnel Psychology, Vol. 69 No. 1, pp. 67-121.
[21] Redding, W.C. (1972), Communication in the Organization: An Interpretive Review of the Research, Industrial Communication Council, New York, NY.
[22] Salas-Vallina, A., López-Cabrales, Á., Alegre, J. and Fernández, R. (2017), “On the road to happiness at work (HAW) transformational leadership and organizational learning capability as drivers of HAW in a healthcare context”, Personnel Review, Vol. 46 No. 2, pp. 314-338.
[23] Schaufeli, W.B. and Bakker, A.B. (2004), “Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study”, Journal of Organizational Behavior, Vol. 25 No. 3, pp. 293-315.
[24] Seligman, M.C. and Csikszentmihalyi, M. (2014), “Positive psychology: An introduction”, American Psychologist, Vol. 55 No. 1, pp. 5-14.
[25] Ugwu, F.O., Onyishi, I.E. and Rodríguez-Sánchez, A.M. (2014), “Linking organizational trust with employee engagement: the role of psychological empowerment”, Personnel Review, Vol. 43 No. 3, pp. 377-400.
[2] Abdillah, M. R. (2021). Kepemimpinan Altruistik: Sebuah Tinjauan Pustaka dan Agenda untuk Penelitian Selanjutnya. Jurnal Manajemen dan Bisnis Terapan, 3(2), 76-85.
[3] Anand, S., Hu, J., Liden, R.C. and Vidyarthi, P.R. (2011), “Leader-member exchange: recent research findings and prospects for the future”, in Bryman, A., Collinson, D., Grint, K., Jackson, B. and Uhl-Bien, M. (Eds), The Sage Handbook of Leadership, Sage, Thousand Oaks, CA, pp. 311-325.
[4] Avolio, B.J. and Locke, E.E. (2002), “Contrasting different philosophies of leader motivation. Altruism versus egoism”, The Leadership Quarterly, Vol. 13 No. 2, pp. 169-191.
[5] Bakker, A.B. and Demerouti, E. (2007), “The job demands-resources model: state of the art”, Journal of Managerial Psychology, Vol. 22 No. 3, pp. 309-328.
[6] Bass, B.M. (1985), Leadership and Performance Beyond Expectations, Free Press, New York, NY.
[7] Breevaart, K., Bakker, A.B., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R. (2014), “Daily transactional and transformational leadership and daily employee engagement”, Journal of Occupational and Organizational Psychology, Vol. 87 No. 1, pp. 138-157.
[8] Brown, M.E. and Treviño, L.K. (2006), “Ethical leadership: a review and future directions”, The Leadership Quarterly, Vol. 17 No. 6, pp. 595-616.
[9] Burns, J.M. (1978), Leadership, Harper & Row, New York, NY.
[10] Camps, J. and Rodríguez, H. (2011), “Transformational leadership, learning, and employability: effects on performance among faculty members”, Personnel Review, Vol. 40 No. 4, pp. 423-442.
[11] Conger, J.A. and Kanungo, R.N. (1987), “Toward a behavioral theory of charismatic leadership in organizational settings”, Academy of Management Review, Vol. 12 No. 4, pp. 637-642.
[12] Demmy, T.L., Kivlahan, C., Stone, T.T., Teague, L. and Sapienza, P. (2002), “Physicians’ perceptions of institutional and leadership factors influencing their job satisfaction at one academic medical center”, Academic Medicine, Vol. 77 No. 12, pp. 1235-1240.
[13] Digman, J.M. (1989), “Five robust trait dimensions: development, stability, and utility”, Journal of Personality, Vol. 57 No. 2, pp. 195-214.
[14] Fisher, C. (2010), “Happiness at work”, International Journal of Management Reviews, Vol. 12 No. 4, pp. 384-412.
[15] Guest, D.E. (2017), “Human resource management and employee well-being: towards a new analytic framework”, Human Resource Management Journal, Vol. 27 No. 1, pp. 22-38.
[16] Hakanen, J.J., Schaufeli, W.B. and Ahola, K. (2008), “The job demands-resources model: a three-year cross-lagged study of burnout, depression, commitment, and work engagement”, Work & Stress, Vol. 22 No. 3, pp. 224-241.
[17] Halbesleben, J.R.B. (2010), “A meta-analysis of work engagement: relationships with burnout, demands, resources, and consequences”, in Bakker, A.B. and Leiter, M.P. (Eds), Work Engagement: A Handbook of Essential Theory and Research, Psychology Press, New York, NY, pp. 102-117.
[18] Hogan, R., Curphy, G.J. and Hogan, J. (1994), “What we know about leadership: effectiveness and personality”, American Psychologist, Vol. 49 No. 6, pp. 493-504.
[19] Jensen, S.M. and Luthans, F. (2006), “Entrepreneurs as authentic leaders: impact on employees’ attitudes”, Leadership & Organization Development Journal, Vol. 27 No. 8, pp. 646-666.
[20] Martin, R., Guillaume, Y., Thomas, G., Lee, A. and Epitropaki, O. (2016), “Leader-member exchange (LMX) and performance: a meta-analytic review”, Personnel Psychology, Vol. 69 No. 1, pp. 67-121.
[21] Redding, W.C. (1972), Communication in the Organization: An Interpretive Review of the Research, Industrial Communication Council, New York, NY.
[22] Salas-Vallina, A., López-Cabrales, Á., Alegre, J. and Fernández, R. (2017), “On the road to happiness at work (HAW) transformational leadership and organizational learning capability as drivers of HAW in a healthcare context”, Personnel Review, Vol. 46 No. 2, pp. 314-338.
[23] Schaufeli, W.B. and Bakker, A.B. (2004), “Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study”, Journal of Organizational Behavior, Vol. 25 No. 3, pp. 293-315.
[24] Seligman, M.C. and Csikszentmihalyi, M. (2014), “Positive psychology: An introduction”, American Psychologist, Vol. 55 No. 1, pp. 5-14.
[25] Ugwu, F.O., Onyishi, I.E. and Rodríguez-Sánchez, A.M. (2014), “Linking organizational trust with employee engagement: the role of psychological empowerment”, Personnel Review, Vol. 43 No. 3, pp. 377-400.
Downloads
Published
2022-12-04
Issue
Section
Articles
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
