The Influence of Transformational Leadership and Communication on Employee Performance
DOI:
https://doi.org/10.55208/zwzns211Keywords:
Transformational Leadership, Communication, Employee PerformanceAbstract
Evidence suggests that transformational leadership and effective communication can positively impact employee performance. Effective communication plays a crucial role in translating the vision and goals of transformational leaders into actionable plans and tasks for employees, which can positively impact employee performance.
This research analyzes the impact of transformational leadership and communication on employee performance in one of the companies providing architectural, civil, mechanical, electrical, and environmental management consulting services in Bandung. The research method used is quantitative, with a descriptive and verification approach. The sample used was 100 employees of a staff company engaged in Bandung's architectural, civil, mechanical, electrical, and environmental management services. We tested the data using validity and reliability tests and then analyzed it using path analysis.
Research results indicate that transformational leadership and communication significantly influence employee performance. Transformational leadership and communication influence 81.0% of employee performance, while the remaining 19.0% is caused by other variables or factors that were not researched.
This research focuses on transformational leadership and effective communication to improve employee performance. It contributes to increasing effectiveness and communication, which has implications for improving employee performance, especially in the environmental management consulting services sector. By investing in leadership development and promoting effective communication strategies, organizations can create an environment that maximizes employee potential and enhances performance.
This research only discusses transformational leadership and effective communication to improve employee performance. However, several factors can still enhance performance, and this research only uses a small sample, so the results cannot be generalized.
References
Al-Dhaafri, H. S., & Alosani, M. S. (2021). Mechanism of organisational excellence as a mediator on the relationship between human resource management and organisational performance: empirical evidence from public sector. International Journal of Quality & Reliability Management, 38(3), 822-838. https://doi.org/10.1108/IJQRM-12-2019-0364
Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2023). Daily transformational leadership: A source of inspiration for follower performance?. European Management Journal, 41(5), 700-708. https://doi.org/10.1016/j.emj.2022.04.004
Garavan, T., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M., & Carbery, R. (2021). Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators. Human Resource Management Journal, 31(1), 93-119. https://doi.org/10.1111/1748-8583.12284
Gomes, D. R., Lourenço, P., & Ribeiro, N. (2021). When COVID-19 is the invader and internal communication is the hero: Understanding the influence of internal communication on individual performance and evaluating the mediating role of perceived support. Administrative Sciences, 11(4), 136. https://doi.org/10.3390/admsci11040136
Katou, A. A., Koupkas, M., & Triantafillidou, E. (2022). Job demands-resources model, transformational leadership and organizational performance: a multilevel study. International Journal of Productivity and Performance Management, 71(7), 2704-2722. https://doi.org/10.1108/IJPPM-06-2020-0342
Kazakov, S., Ruiz-Alba, J. L., & Muñoz, M. M. (2021). The impact of information and communication technology and internal market orientation blending on organisational performance in small and medium enterprises. European Journal of Management and Business Economics, 30(2), 129-151. https://doi.org/10.1108/EJMBE-04-2020-0068
Lai, F. Y., Tang, H. C., Lu, S. C., Lee, Y. C., & Lin, C. C. (2020). Transformational leadership and job performance: The mediating role of work engagement. Sage Open, 10(1), 2158244019899085. https://doi.org/10.1177/21582440198990
Lee, Y., & Kim, J. (2021). Cultivating employee creativity through strategic internal communication: The role of leadership, symmetry, and feedback seeking behaviors. Public relations review, 47(1), 101998. https://doi.org/10.1016/j.pubrev.2020.101998
Mohammed, A. A., & AL-Abrrow, H. (2023). The impact of empowering and transformational leadership on organizational performance and innovation: the mediating role of shared leadership and moderating role of organizational culture in the Iraqi healthcare sector. International Journal of Organizational Analysis, 31(7), 3532-3552. https://doi.org/10.1108/IJOA-08-2022-3380
Milanović, V., Matić, A. B., & Golubović, J. (2021). Employees’ satisfaction with supervisor communication and personal feedback. Economic Themes, 59(4), 535-554.
Sutton, A., & Atkinson, C. (2023, November). Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being. In Evidence-Based HRM: A Global Forum for Empirical Scholarship (Vol. 11, No. 4, pp. 675-694). Emerald Publishing Limited. https://doi.org/10.1108/EBHRM-12-2022-0299
Tayal, R., Upadhyay, R. K., & Singh, R. (2022). Transformational leadership: an antecedent for organizational effectiveness in Indian banks. VINE Journal of Information and Knowledge Management Systems, 52(5), 718-739. https://doi.org/10.1108/VJIKMS-09-2020-0165
Verčič, A. T. (2021). The impact of employee engagement, organisational support and employer branding on internal communication satisfaction. Public Relations Review, 47(1), 102009. https://doi.org/10.1016/j.pubrev.2021.102009
Walumbwa, F. O., & Hartnell, C. A. (2011). Understanding transformational leadership–employee performance links: The role of relational identification and self‐efficacy. Journal of occupational and organizational psychology, 84(1), 153-172. https://doi.org/10.1348/096317910X485818
Downloads
Additional Files
Published
Issue
Section
License
Copyright (c) 2024 Jesi Melani Sidabutar, Senen Machmud, Imelda Megawati (Author)

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.







