THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEE PERFORMANCE WITH SELF-EFFICACY AND READINESS FOR CHANGE AS INTERVENING VARIABLES (A Study on Employees of PT. Pearland Boyolali)

Berlian Anggoro Aji, Intan Ratnawati

Abstract


This study aims to analyse and obtain explanations related to research on the effect of transformational leadership on employee performance, as well as mediating variables, namely self efficacy and readiness for change. This type of research has the purpose of collecting data on each variable to explain events, populations and conditions.  The population used is permanent employees of PT Pearland, where the company is located in Ngadirejo Village, Boyolali Regency, Central Java, a total of 110 people in the production department.  The analysis used in this research is quantitative data analysis. The analysis method that will be used in this study is a method that can be used to determine the relationship between variables, namely the PLS (Partial Least Square) application.  Based on the results of data analysis, it can be concluded that transformational leadership does not have a significant positive direct effect on employee performance at PT Pearland Boyolali. Transformational leadership has a significant positive effect on employee self-efficacy, which means that the quality of leadership affects the level of employee self-efficacy. Furthermore, employee self-efficacy has a significant positive effect on performance, indicating that the higher the self-efficacy, the higher the employee performance. In addition, transformational leadership also has a positive effect on readiness for change, which then contributes to improving employee performance through the desire to change.

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References


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DOI: https://doi.org/10.31846/jae.v11i3.760

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