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The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect on employee motivation. The other hypotheses are that readiness to change has a positive effect on employee performance, and work motivation also has a positive effect. The mediating role of readiness to change and work motivation also has a positive effect on the relationship of transformational leadership to employee performance. Transformational leadership, readiness to change, and work motivation have a positive effect on performance. This study can be used as a guide for the company in improving employee performance.

This study aims to analyze the effects of human capital and organizational learning on employee performance with innovation behavior as a mediator. This study is conducted at a privately owned bank in Gorontalo City with a sample of 92 respondents. Researchers use purposive sampling with data collection technique that is questionnaires in Google Form. Data analysis is performed using SEM-PLS (Structural Equation Modeling Partial Least Square) with SmartPLS software version 3.0. The results of this study indicate that (1) human capital has positive effect on employee performance and innovation behavior, (2) organizational learning has positive effect on innovation behavior, (3) innovation behavior has positive effect on employee performance, and (4) innovation behavior mediates the effect of organizational learning on employee performance but cannot mediate human capital on employee performance.

The purpose of this study was to examine transformational leadership and organizational justice on employee performance with the role of job satisfaction as a mediation. This research was conducted on the employee of police officers are part of Indonesian police officers, especially located in Blitar, East Java, Indonesia with a total sample used in this study is 176 respondents. Questionnaires are used in this study for the data collection method, the data is analyzed using Structural Equation Model and Partial Least Square. The results show; (1) There is a positive and significant influence between transformational leadership on employee performance, (2) There is a positive and significant influence between transformational leadership on job satisfaction, and (3) There is a positive and significant influence between organizational justice on employee performance, (4) There is positive and significant influence between organizational justice towards job satisfaction, (5) There is positive and significant influence between job satisfaction on employee performance, (6) There is positive and significant influence between transformational leadership on employee performance through job satisfaction, (7) There is positive and no significant influence between organizational justice on employee performance through job satisfaction.

This research examines and analyzes the impact of Islamic Work Ethics and Transformational Leadership on Job Performance with Mediating Role of Intrinsic Motivation. The method used in this research is the Quantitative method through questionnaire responses. 40 respondents are used as a sample of this research. The data analysis method of this research is Structural Equation Model (SEM) which utilize Partial Least Square (PLS). The results of the data analytics in this research are: (1) The Islamic Work Ethic do not have any positive significant impact on Job Performance. (2) Islamic Work Ethic do not have any positive significant impact on the Intrinsic Motivation. (3) Transformational Leadership has a positive significant impact on Job Performance. (4) Transformational Leadership has a positive significant impact on Intrinsic Motivation. (5) Intrinsic Motivation has a positive significant impact on Job Performance. (6) Intrinsic Motivation does not mediate the relations between Islamic Work Ethics and Job Performance. (7) Intrinsic Motivation mediates the relations between Transformational Leadership and Job Performance

This study aims to understand the predictors of firm performance, namely by examining the direct influence of transformational leadership, HRM digitalization, and organizational commitment. The sample which becomes the respondents of this study is the owners or managers of creative MSMEs in Bandung, West Java, with the number of samples of 125 respondents. The data is collected using survey method, namely by giving the questionnaires to the respondents. The data is analyzed using multiple linear regression analysis with SPSS 25 software. The findings prove that transformational leadership, HRM digitalization, and organizational commitment are able to predict firm performance, both partially and simultaneously.

The study's main aim was to determine the mediating effect of adaptive leadership on the relationship between ambidextrous leadership and employee ambidexterity with adaptive leadership as a mediator. The study used explanatory research with a cross-sectional survey design. Primary data on ambidextrous leadership, adaptive leadership and employee ambidexterity was collected from structured questionnaires. A survey was carried out on 100 employees of banks in Indonesia. The research hypothesis was tested using structural equation modeling partial least square analysis. The study found that adaptive leadership enhanced and significantly mediated the relationship between ambidextrous leadership and employee ambidexterity. Furthermore, ambidextrous leadership significantly enhances adaptive leadership, and directly adaptive leadership also increases employee ambidexterity. Thus, adaptive leadership perfectly mediates between ambidextrous leadership and employee ambidexterity.

With the drive for enhanced financial inclusion of the population through encouraging savings and investments in a bid to spur economic growth and attain the Sustainable Development Goals (SDGs), the critical role played by Savings and Credit Cooperative Societies (SACCOs) in developing countries in this endeavor cannot be gainsaid. It is worth noting that the extent to which such entities will contribute to economic development depends on the leadership paradigm utilized in guiding their operations and the extent to which they are innovative in their undertakings. This may further depend on the moderating effects of various factors, among them competitor orientation, especially in developing countries like Kenya, where the SACCO sector has grown tremendously with many deposit-taking SACCOs licensed to operate by the government. This study sought to establish the influence of transformational leadership on innovation in Deposit Taking SACCOs as moderated by competitor orientation in developing countries with a focus on Kenya. The study utilized descriptive and correlation research designs where 49 respondents, drawn from all the 7 Deposit-taking SACCOs in the Western region of Kenya, were targeted. Structured questionnaires were employed for data collection. The study used descriptive and inferential statistics to analyze data. Findings revealed that transformational leadership had a positive and significant influence on innovation. Further, competitor orientation had a positive but insignificant moderating effect on the relationship between transformational leadership and innovation. The study recommends that managers utilize transformational leadership practices in their undertakings to encourage innovation that ensures firm competitiveness. They should also focus on competitor orientation to support the firms’ innovative efforts.

The purpose of this study is to understand the characteristics of Follower's Personal Mastery in the construction industry where followers are the givers of ideas and knowledge. We recognize the construction industry as one of the project-based organizations, has stiff competition criteria and the need for innovation in a short time span, so this research is very important because innovation results from the exchange of ideas and knowledge between leaders and followers ( Nahapiet & Ghoshal, 1998) through the Leader-member Exchange (LMX) mechanism (Dewanto, 2013). Leaders are known to have comprehensive general knowledge, while followers are known to have deep specialized knowledge (Hobday, 2000; Dewanto, 2013). The higher the Follower's Personal Mastery level, the higher the quality of the exchange of ideas and knowledge that is exchanged between followers and leaders. We chose research conducted in a construction State-Owned Enterprise (BUMN) in Indonesia which has many branches throughout the region, so that it is able to represent the construction industry. This study involved all 121 projects spread across Indonesia that existed at the time of data collection. The analytical method used in this research is descriptive statistical analysis, and the participation rate is 97.52 percent. The findings show that Follower’s Personal Mastery Variables has a high level with a mean of 4.56, especially In-Process Behavior 4.77 and Output Behavior 4.73.

The purpose of this study is to examine and analyze (1) the effect of transformational leadership on readiness to change, (2) the effect of transformational leadership on employee motivation, (3) the effect of readiness to change on employee performance, (4) the effect of employee motivation on employee performance, (5) the effect of transformational leadership on performance mediated by a readiness to change and (6) the effect of transformational leadership on employee performance mediated by employee motivation. The technique in this study uses a survey with 80 employees of PT. Lestari Main Karsa as a sample. The statistical method uses Partial Least Square (PLS). This study examines several hypotheses which include transformational leadership, readiness to change, employee motivation, and employee performance. The results of this study indicate that transformational leadership positively affects employee readiness to change. Transformational leadership also has a positive effect on employee motivation. The other hypotheses are that readiness to change has a positive effect on employee performance, and work motivation also has a positive effect. The mediating role of readiness to change and work motivation also has a positive effect on the relationship of transformational leadership to employee performance. Transformational leadership, readiness to change, and work motivation have a positive effect on performance. This study can be used as a guide for the company in improving employee performance.

The goal of human resource management research is to establish the impact of LMX on employee performance in health education institutions through job satisfaction and innovation moderated by knowledge exchange. It is critical for an organization's success to be able to apply LMX theory to work satisfaction, innovation, and knowledge exchange. Knowledge Sharing was used as a moderating variable in this study. Employees' inventive behavior is encouraged by the act of exchanging knowledge and collectively developing new knowledge, which involves synergistic teamwork between individuals. Quantitative research was used in this study. Questionnaires were distributed as part of the data collection process. The author enlisted the help of three Palangka Raya-based health education institutions as correspondents. On 75 respondents, data was collected using simple random sampling, and data was analyzed using descriptive statistical analysis and inferential statistical analysis. The findings revealed a link between LMX, innovation, and the moderating of knowledge sharing on performance. As a result of the findings, it is critical to use LMX and innovation in order to boost employee performance.