Peran Psychological Empowerment dalam Hubungan antara Empowering Leadership dengan Perilaku Kerja Inovatif

Dhuha Trieska Amalia; Seger Handoyo

doi:10.26740/jptt.v9n1.p77-90

Authors

Dhuha Trieska Amalia Universitas Airlangga
Seger Handoyo Universitas Airlangga

DOI:

https://doi.org/10.26740/jptt.v9n1.p77-90

Keywords:

Empowering leadership, psychological empowerment, perilaku kerja inovatif

Abstract

This study examined the relationship between empowering leadership from the perspective of subordinates and employees innovative work behavior and to test the role of psychological empowerment as a mediator variable. The hypotheses were simultaneously tested using path analysis. Data were collected with an online survey answered by 146 employees at various manufacture industry sectors both private and public in Indonesia, such as manufacture of food and beverages products, wood, chemicals, pharmeceuticals, basic metal, and the others. Sample of this study consist of 60,3% male and 39,7% female, with the average age was 29 years old. This study found a direct and indirect relationship between empowering leadership and innovative work behavior via psychological empowerment. This study indicates that psychological empowerment partially mediates the relationship between empowering leadership and innovative work behavior. In addition, both empowering leadership and psychological empowerment are able to trigger employees innovative work behavior.

Key words: Empowering Leadership, psychological empowerment, innovative work behavior

Abstrak: Inovasi yang dilakukan oleh karyawan merupakan salah satu cara terbaik dalam meningkatkan inovasi dan kesuksesan organisasi. Penelitian ini menguji hubungan antara empowering leadership berdasarkan perspektif dari bawahan dengan perilaku kerja inovatif karyawan dan menguji peran psychological empowerment sebagai variabel mediator. Hipotesis penelitian ini diuji dengan menggunakan analisis jalur. Data penelitian ini dikumpulkan melalui survei secara online yang diisi oleh 146 karyawan yang bekerja di berbagai sektor industri manufaktur baik perusahaan umum maupun swasta di Indonesia, seperti industri makanan dan minuman, kayu, farmasi, bahan kimia, logam dasar, dan lain-lain. Sampel dari penelitian ini terdiri dari 60,3% laki-laki dan 39,7% perempuan, dengan usia rata-rata responden yaitu 29 tahun. Penelitian ini menemukan bahwa terdapat hubungan langsung dan tidak langsung antara empowering leadership dengan perilaku kerja inovatif melalui psychological empowerment. Hasil penelitian ini mengindikasikan bahwa psychological empowerment berperan sebagai mediator parsial dalam hubungan kedua konstruk tersebut. Empowering leadership dan psychological empowerment dapat memicu munculnya perilaku kerja inovatif karyawan.

References

Afsar, B., Badir, Y.F., & Saeed, B.B. (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114 (8), 1270-1300. DOI: 10.1108/IMDS-05-2014-0152.

Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90 (5), 945-955. DOI: 10.1037/0021-9010.90.5.945.

Akram, dkk. (2016). The impact of relational leadership on employee innovative work behavior in IT industry of China. Arab Economic and Business Journal, 11 (2), 153-161. DOI: 10.1016/j.aebj. 2016.06.001.

Amabile, T.M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. The Academy of Management Journal, 39 (5), 1154-1184. DOI: 10.2307/256995.

Amabile, T.M., Schatzel, E.A., Moneta, G.B., & Kramer, S.J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15 (1), 5-32. DOI: 10.1016/j.leaqua. 2003.12.003.

Amundsen, S., & Martinsen, Ã˜.L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. The Leadership Quarterly, 25 (3), 487-511. DOI: 10.1016/j.leaqua. 2013.11.009.

Amundsen, S., & Martinsen, Ã˜.L. (2015). Linking empowering leadership to job satisfaction, work effort, and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership & Organizational Studies, 22 (3), 304-323. DOI: 10.1177/1548051814565819.

Anderson, N., De Dreu, C.K.W., & Nijstad, D.A. (2004). The routinization of innovation research: A constructively critical review of the state-of-the-science. Journal of Organizational Behavior, 25 (2), 147-172. DOI: 10.1002/job.236.

Azwar, S. (2014). Reliabilitas dan validitas (Edisi keempat). Yogyakarta: Pustaka Pelajar.

Baron, R.M., & Kenny, D.A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51 (6), 1173-1182. DOI: 10.1037/0022-3514.51.6.1173.

Bass, B.M. (1985). Leadership and performance beyond expectation. New York: The Free Press.

BPS. (2017). Perkembangan indeks produksi industri manufaktur besar dan sedang 2015-2017. Jakarta: Badan Pusat Statistik.

Chen, G., Sharma, P.N., Edinger, S.K., Shapiro, D.L., & Farh, J.L. (2011). Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict. Journal of Applied Psychology, 96 (3), 541-557. DOI: 10.1037/a0021886.

Conger, J.A., & Kanungo, R.N. (1988). The empowerment process: Investigating theory and practice. Academy of Management Review, 13 (3), 471-482. DOI: 10.2307/258093.

Contreras, F., Espinosal, J.C., Dornberger, U., & Acosta, Y.A.C. (2017). Leadership and employees innovative work behavior: Test of a mediation and moderation model. Asian Social Science, 13 (9), 9-25. DOI: 10.5539/ass.v13n9p9.

De Jong, J.P.J. (2007). Individual innovation: The connection between leadership and employees innovative behavior. (Doctoral thesis, University of Amsterdam, 2007). Diambil dari Researchgate: htpps://www.researchgate.net/publications/5012717.

De Jong, J., & Den Hartog, D. (2007). How leaders influence employees innovative behaviour. European Journal of Innovation Management, 10 (1), 41-64. DOI: 10.1108/14601060710720546.

Farr, J., & Ford, C. (1990). Individual innovation. In: West, M.A, & Farr, J.L. (2002), Innovation and creativity at work: Psychological and organisational strategies, Chichester: John Wiley, 63-80.

Fong, K.H., & Snape, E. (2013). Empowering leadership, psychological empowerment and employee outcomes: Testing a multi-level mediating model. British Journal of Management, 26 (1), 1-13. DOI: 10.1111/1467-8551.12048.

Getz, I., & Robinson, A.G. (2003). Innovate or die: Is that a fact?. Creativity and Innovation Management, 12 (3), 130-136. DOI: 10.1111/1467-8691.00276.

Gkorezis, P. (2016). Principal empowering leadership and teacher innovative behavior: A moderated mediation model. International Journal of Educational Management, 30 (6), 1030-1044. DOI: 10.1108/IJEM-08-2015-0113.

Hayes, A.F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. London: The Guilford Press.

Jung, D.I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14 (4), 525-544. DOI: 10.1016/S1048-9843(03)00050-X.

Kim, M., Beehr, T.A., & Prewett, M.S. (2018). Employee responses to empowering leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 1-20. DOI: 10.1177/1548051817750538.

King, N., & Anderson, N. (2002). Managing innovation and change: A critical guide for organizations. London: Thomson.

Lukes, M., & Stephan, U. (2017). Measuring employee innovation: A review of existing scales and the development of the innovative behavior and innovation support inventories across cultures. International Journal of Enterpreneutial Behavior & Research, 23 (1), 136-158. DOI: 10.1108/IJEBR-11-2015-0262.

MacKinnon, D.P., Coxe, S., & Baraldi, A.N. (2012). Guidelines for the investigation of mediating variables in business research. Journal of Business Psychology, 27 (1), 1-14. DOI: 10.1007/s10869-011-9248-z.

Mutamimah, & Munadharoh. (2013). Analisis empowering leadership dan psychological empowerment dalam organisasi. EKOBIS, 14 (2), 28-43.

Neuman, W.L. (2011). Social research methods: Qualitative and quantitative aproaches (7th ed.). Boston: Allyn & Bacon.

Orfila-Sintes, F., & Mattsson, J. (2009). Innovation behavior in the hotel industry. Omega, 37 (2), 380-394. DOI: 10.1016/j.omega. 2007.04.002.

Pearce, C. L., Sims, H. P., Jr., Cox, J. F., Ball, G., Schnell, E., Smith, K. A., & Trevino, L. (2003). Transactors, transformers and beyond: A multi-method development of a theoretical typology of leadership. Journal of Management Development, 22 (4), 273-307. DOI: 10.1108/ 02621710310467587.

Raub, S., & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values. Human Relations, 63 (11), 1743-1770. DOI: 10.1177/0018726710365092.

Redmond, M.R., Mumford, M.D., & Teach, R. (1993). Putting creativity to work: Effects of leader behavior on subordinate creativity. Organizational Behavior and Human Decision Processes., 55 (1), 120-151. DOI: 10.1006/obhd.1993.1027.

Scott, S.G., & Bruce, R.A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37 (3), 580-607. DOI: 10.2307/256701.

Seibert, S.E., Wang, G., & Courtright, S.H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96 (5), 981-1003. DOI: 10.1037/a0022676.

Sharma, P.N., & Kirkman, B.L. (2015). Leveraging leaders: A literature review and future lines of inquiry for empowering leadership research. Group & Organization Management, 40 (2), 193-237. DOI: 10.1177/1059601115574906.

Spreitzer, G.M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. The Academy of Management Journal, 38 (5), 1442-1465. DOI: 10.2307/256865.

Stone, D.N., Deci, E.L., & Ryan, R.M. (2009). Beyond talk: Creating autonomous motivation through self-determination theory. Journal of General Management, 34 (3), 75-91. DOI: 10.1177/ 030630700903400305.

Vecchio, R.P., Justin, J.E., & Pearce, C.L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21 (3), 530-542. DOI: 10.1016/j.leaqua.2010.03.014.

West, M.A. (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychological International Review, 51 (3), 335-424. DOI: 10.1111/1464-0597.00951.

Yukl, G. (2013). Leadership in organizations (8th ed). USA: Pearson Prentice Hall.

Zainuddin, M. (2014). Metodologi penelitian kefarmasian dan kesehatan (Edisi kedua). Surabaya: Airlangga University Press (AUP).

Zhang, X., & Bartol, K.M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53 (1), 107-128. DOI: 10.5465/AMJ.2010.48037118.