Transformational Leadership and Gender of the Leader for
Government Insurance Worker in Covid Situation
UNGGUL KUSTIAWAN, MUHAMAD BAGUS CAHYADI, UNIK DWI LESTARI,
EGI ANDIYANA
Esa Unggul University
Jalan Arjuna Utara No.9, Kebon Jeruk, Jakarta, 11510
INDONESIA
Abstract: This research aims to determine the effect of transformational leadership, employee engagement, job
satisfaction on job performance with gender moderation from the leader on Health Social Security
Administering Agency employees. This research was conducted in Indonesia with a total of 329 respondents.
Research respondents were selected using the purposive sampling method. The research sample is Health
Social Security Administering Agency employees at branch offices in Indonesia in region DKI Jakarta, Bogor,
Depok, Tangerang, and Bekasi with a minimum of 2 years. This research is a quantitative research using the
Structural Equation Model (SEM) method. This study proves that there is no effect between transformational
leadership and job performance and no gender moderating effect of transformational leadership on job
performance. This study also confirms the impact of transformational leadership on employee engagement and
job satisfaction. In addition, it also proves the effect of job satisfaction and employee engagement on job
performance. The contribution of this research is to add information at the theoretical level of human resource
management and positive managerial implications, especially for company management, to determine the
proper steps to improve job performance.
Key-Word: Transformational Leadership, Employee Engagement, Job Satisfaction on Job Performance
Received: March 25, 2021. Revised: February 18, 2022. Accepted: March 23, 2022. Published: April 20, 2022.
1 Introduction
Leadership is essential in organizational
development, especially in terms of human
resources [1]. The importance of research on
leadership can be seen by the many related studies
currently developing. One aspect of leadership
theory that is now designed is about
transformational leadership. Some examples of
research on transformational leadership are related
to employee engagement [1], job satisfaction [2],
[3], and job performance [4], [5].
Transformational leadership affects job
performance at university employees in Pakistan [5]
and in Law Firm employees in Pakistan [6]. Then,
transformational leadership is known to have a more
substantial positive effect on employee engagement
and job performance to a school employee in
Thailand [1].
Then related to employee engagement,
transformational leadership has also led to increased
employee engagement for company employees in
China [7] and at a private bank in India [8]. Further,
employee engagement positively affects job
performance at an information technology company
in Jordan [9].
About job satisfaction, Transformational
leadership increases job satisfaction in information
technology companies in Turkey [10] and the
manufacturing industry in Malaysia [11]. Then, Job
satisfaction affects the job performance of company
employees in Taiwan [12] and in manufacturing
companies in Zimbabwe [13].
About gender, several studies explained the
difference between male and female leaders, which
moderate the effect of transformational leadership
on job performance. In addition, several studies
have shown that male and female leaders adopt
transformational leadership skills in different ways,
which lead to a different effect on job performance
levels. Further, empirical evidence shows that
transformational leadership with gender moderation
is known to affect job performance at company
employees in the United States [14][15][16].
Transformational leadership is essential if we
relate with the current condition when significant
changes happen because of the COVID-19
pandemic. The COVID-19 outbreak in China is a
threat to employee well-being worldwide [17]. In
addition, the World Health Organization (WHO)
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Unggul Kustiawan,
Muhamad Bagus Cahyadi,
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announced the COVID-19 epidemic as a global
public health threat [18].
The COVID-19 pandemic has created a crisis;
leaders had to face the challenge of leading in an
extreme and volatile condition [19]. For example,
the COVID-19 pandemic has drastically changed
many aspects of our society and work-life and
affected the employee engagement of university
employees in China [20]. Moreover, the COVID-19
pandemic has also changed work-life and affected
employee engagement at hospital employees in
China [21]. Transformational leadership can help
the company in managing crises effectively [22].
Transformational leadership divides crisis
management into two situations: task management
during a crisis and personnel management in a
concern [23].
Many studies explained the relationship
between transformational leadership, employee
engagement, job satisfaction, and their effect on job
performance. However, it is still rare research in
explaining this relationship in Health Insurance
employees, especially on government insurance
agencies or Health Social Security Administering
Agency in Indonesia. Furthermore, this research is
deepened with moderation using gender of the
leader during the covid-19 pandemic as moderation
variable.
This study will explain the relationship of
transformational leadership, employee engagement,
job satisfaction to job performance during the covid-
19 pandemic. In addition, this research will define
the gender of the leader as moderating variable
during the COVID-19 pandemic.
2 Literature Review
2.1 Transformational Leadership
Transformational leadership is what the leader does,
about the process of leading a group and influencing
a group to achieve their goal through creating
positive and valuable change for employees [24].
Further, transformation leaders must focus on
changing others to help each other, maintain,
encourage, align and care for the organization as a
whole [25]. Moreover, it includes the relationship
between leader and employee behavior [26].
Furthermore, a leader achieves the goal by
changing the organization and employees [27].
Then, a leader with the ideal influence can be seen
when they become inspiring motivators and
facilitators of employees to continue learning[28].
That leader will make their employees develop trust
and respect in the organization. Hence, they will
show extraordinary behavior to meet the expectation
of the leader [29]
2.2 Employee Engagement
Employee engagement is defined as a cognitive,
emotional, and behavioral condition to achieve
organizational goals [30]. Further, employee
engagement is a combination of attitude and
behavior [31]. Then, employee engagement can be
seen as the enthusiasm, satisfaction, and
involvement of an employee in his work [32].
Employees engaged in tasks will have a higher
level of energy, enthusiasm for their work, and
loyalty to their work from day to day [33].
Employee engagement measures the emotional
bond, positive or negative that affects employee
attitudes towards work, friends, and the
organization.
Employee engagement is also a workplace
approach designed to ensure that employees are
committed to the goal and value of the organization,
motivated to contribute to the organization's
success, and able to increase the employee's sense of
well-being [34]. Employee engagement is the extent
to which an employee is involved in work and the
organization cognitively, emotionally, and
behaviorally [35]. When an employee believes that
the organization cares about the employee and well-
being, the employee will be more involved [36]. In
addition, job suitability, affective commitment, and
psychological climate have been associated as an
antecedent of employee engagement [30].
2.3 Job Satisfaction
Job satisfaction includes cognitive, affective, and
evaluative reaction or attitude and pleasant or
positive emotional states resulting from assessing
one's job or work experience [37]. From a
psychological point of view, job satisfaction views
multidimensional outcomes on a single job, and
such consequences have become an exciting factor,
involving both cognitive and behavioral [38].
Job satisfaction is an attitude variable
determined by the quality of the organization's
working conditions and specifies a series of
consequences on the level of employee behavior,
such as absenteeism, work involvement, and loyalty
to the company [39]. Further, job satisfaction is an
employee's feeling towards work which is expressed
as an employee's attitude [40] [41]. So then, Job
satisfaction is classified into three aspects: the work
environment, job characteristics, and individual
attributes [42].
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2.4 Job Performance
Job performance is about doing work and achieving
the result [43]. Further, it can be seen as a series of
values resulting from employee behavior that
positively and negatively contribute to the
achievement of organizational goals [44].
Furthermore, it is related to the ability of the
employee to perform specific skills [45].
Job performance is the result of work through
the quality and quantity achieved by the employee
in carrying out their duties following the
responsibility given [46]. Moreover, its assessment
includes the amount of work, quality of work, work
knowledge, creativity, awareness of attendance, and
completion of quality work [43].
3 Hypotheses Development
3.1 The Effect of Transformational
Leadership on Job Performance
Transformational leaders as change agents can
achieve job performance that exceeds expectations
by assigning challenging tasks to direct and
motivate employees to achieve higher job
performance [47]–[50]. In addition, it has a
significant effect on job and company performance
because transformational leadership facilitates and
encourages employees' ability to think creatively
and independently [51]–[53]. Moreover, it
encourages employees to develop proactive
behavior through individual and intellectual
stimulation [54] [55].
Transformational leadership helps employees reduce
their intention to change jobs and improve job
performance [56]. The relationship between
transformational leadership and job performance has
been investigated, considering the critical role of
transformational leadership in organizational
learning [57][58][59]. Based on this, the following
hypothesis is proposed.
H1. Transformational leadership improves job
performance.
3.2 The Effect of Transformational
Leadership on Employee Engagement
Transformational leadership is a catalyst for
employee engagement [60]. It is related to employee
engagement because it changes individual mindset
towards achieving team and organizational goals.
Further, transformational leadership positively
affects employee engagement because the employee
feels more meaningful at work. Hence, there is an
increase in an employee's performance, and they
become more positive at work, such as being
creative, innovative, proactive, initiative, and
learning. In addition, transformational leadership
gives employees more support for self-development,
so they want to be more involved in work [61]. It is
in line with several previous studies [61]–[66].
Therefore, the following hypothesis is proposed:
H2. Transformational leadership increases
employee engagement.
3.3 The Effect of Transformational
Leadership on Job Satisfaction
Transformational leadership visualizes the role of
the leader as being more interactive, visionary,
supporting employee creativity, increasing
performance achievement, and having a positive
impact on job satisfaction [67]. Job satisfaction for
both individuals and teams is formed directly from
transformational leadership traits [68]. In addition,
transformational leadership increases job
satisfaction and reduces employee turnover [69].
Several previous studies have also explored the
influence of transformational leadership on job
satisfaction both directly and indirectly [70]–[77]
[28]. Thus, the following hypothesis is proposed:
H3. Transformational leadership increases job
satisfaction.
3.4 The Effect of Job Satisfaction on Job
Performance
An employee who has a positive attitude at work
has a higher level of job satisfaction and, as a
consequence, is more oriented towards improving
job performance [78] [79]. Job satisfaction reflects
how well employee feels enforced in the workplace
and how devoted employee is to the company's
success. If job satisfaction is high, the employee is
more interested in improving job performance and
contributing to the company's success. It follows
several previous studies [80][81]–[84]. Thus, the
following hypothesis is proposed:
H4. Job satisfaction has a positive influence on job
performance.
3.5 The Effect of Employee Engagement on
Job Performance
Job performance depends on employee engagement
[36]. The employees involved in their work have a
good tendency and positive feeling in the work
environment. These positive feelings and
experiences result in better job performance [85].
Employee engagement benefits employees and
organizations because employee involvement is
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expected to show better job performance [86].
Employee engagement has been shown to predict
job performance positively and innovation [87],
represented in simultaneous investment that focuses
on cognitive, affective, and physical work [88]. It is
in line with several previous studies which state that
employee engagement will affect job performance
[31] [89][90]. Thus, the following hypothesis is
proposed:
H5. Employee engagement improves job
performance.
3.6 The Effect of Moderation of Gender
Transformational Leadership on Job
Performance
Many studies on moderate leadership behavior have
been carried out, but the results are still far from a
comprehensive understanding [91]. Leadership has
been studied in different dimensions, which is
usually influenced by demographic characteristics,
more specifically by the gender of the leader [92].
Several studies have shown that female leaders are
more likely to hate male subordinates than female
subordinates [93]). There are several explanations
for the reason for this condition. First, boys and men
have more masculine schema leaders than girls and
women [94][95]. Second, a man has been more
negative attitudes toward the woman in management
than a woman [96]. Subordinates' evaluation of
woman's leadership performance is significantly
more negative to the extent that they have more
negative attitudes toward women in management
[97]. Third, research has shown that men are more
likely than women to see the world in terms of
hierarchical relationships. In addition, a man with
hierarchical preferences is more likely to stereotype
women negatively [98]. Fourth, female subordinates
judge male and female leaders similarly while male
subordinates differ [99]. Increasing the
representation of women in transformational
leadership has a significant influence and creates a
positive performance effect both in times of stability
and during the COVID-19 pandemic crisis [100].
Thus, the following hypothesis is proposed::
H6. Gender of the leader moderates the positive
effect of transformational leadership on job
performance
Based on the above hypothetical framework, the
research model can be described as shown in figure
1 below:
Fig. 1: Research Model Framework
4 Research Methodology
Data collection in this study used a survey method
by distributing an online questionnaire.
Measurement was made using a Likert scale of 1 – 5
(1 = strongly disagree and 5 = strongly agree). The
measurement of transformational leadership (TL)
variable adopted consists of 7 questions [49]. The
employee engagement variable consists of 9
questions [101], job satisfaction consists of 7
questions [102]. Job performance consists of 9
questions [103]. The total measurement is 32
questions.
The population of this study is the employees of
the Health Social Security Administering Agency in
Indonesia. Health Social Security Administering
Agency was chosen as the object of research
because it is a public government legal entity that
administers social security programs in the health
sector, which is an essential factor in overcoming
the COVID-19 pandemic and has an extensive
network spread throughout Indonesia.
The sample in this study was selected using a
purposive sampling method. Sampling criteria used
are employees who have worked for at least two
years in area DKI Jakarta, Bogor, Depok,
Tangerang, and Bekasi, the representative of the
Health Social Security Administering Agency
territory of Indonesia.
The minimum sample amount for Smart PLS is
100 because there is moderation using gender
leadership. It makes the minimum number of
respondents become 200 people [104]. The number
of respondents used in this study was 329
respondents.
This study uses the gender of the leader as a
moderating variable. Respondents were divided into
two groups. The first group was asked about how
leadership is under male leaders, and the second
group was asked about how leadership is under
female leaders.
The time of the study is taken from February to
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Unggul Kustiawan,
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July 2021. This study used the variance-based
structural equation modeling method. The nature of
the data is non-metric data, namely the gender
variable that uses nominal data. Therefore, the
variance-based structural measurement model is
more recommended to use in that condition rather
than the covariance-based structural equation model
[105].
Variance-based structural equation modeling is
a prediction-oriented approach to structural equation
modeling, mainly used for exploratory and
confirmatory research. It can facilitate structural
equation modeling solutions at all levels of
complexity in high-level structural and construction
models, which usually reduces the problem of
heterogeneous multicollinearity and multi-group
analysis.
Data includes attributes, characteristics, or
categorical properties that describe an object, and
variables are measured using nominal and ordinal
scales. For example, structural equation modeling
based on variance is non-metric data that works well
on non-normal distribution, variance. Based on
structural equation modeling, it is also possible to
estimate the error of model parameters.
Furthermore, it can facilitate the test of significance,
structure, or relationship evaluated by the size and
significance of the beta coefficient, also considering
the model's predictive ability, which usually uses a
coefficient of determination that measures the
model's predictive power in the sample [106].
5 Results
Respondents in this study were employees of Health
Social Security Administering Agency Kesehatan
spread across branch offices in DKI Jakarta, Bogor,
Depok, Tangerang, and Bekasi. Of the 329
respondents, 151 were male and 178 female. They
had different educational backgrounds. Based on
academic experience, respondents with high school
education background are 26 people, respondents
with D3 education background are 33 people, while
for employees with undergraduate education
background are 257 people and for respondents with
S2 educational experience are 13 people. In terms of
age, respondents have different age ranges,
including those with an age range of fewer than 25
years as many as 33 people, for an age range of 25
years to 35 years, which is 228 people, while for
employees aged 36 to 45 years there are 58 people.
And ten employees aged 46 to 55 years.
About the rank of position, respondents in this
study who had staff positions amounted to 296
people. However, for the assistant manager position,
as many as 31 people, and respondents with
manager rank as many as two people.
Judging from the length of work, respondents
who have worked for 2 to 10 years are 289 people,
respondents who work from 11 to 20 years are 34
people and respondents who have worked for more
than 20 years are six people.
The construct validity and reliability test were
carried out in this study. The construct validity
measurement was accepted and declared valid
because all indicators in each variable had a loading
factor of more than 0.5 [106]. The results of
calculations from construct reliability and variance
extracted in this study can meet the overall
requirements. The value of the construct reliability
test must meet the reliability requirements with an
AVE value above 0.50 [106]. The results of the
calculation of CR and AVE on male leadership all
show above the standards mentioned, namely
transformational leadership (CR = 0.920; AVE =
0.793), employee involvement (CR = 0.925; AVE =
0.673), job satisfaction (CR = 0.869; AVE = 0.625),
performance (CR= 0.913; AVE= 0.636). The value
of the construct reliability test must meet the
reliability requirements with a value of 0.7 [107].
The value of R Square is the coefficient of
determination on the endogenous construct. The R
Square value of 0.75 was categorized as very strong,
the R Square value of 0.5 was organized as strong,
and the R Square value of 0.25 was categorized as
weak. Structural test analysis was carried out to
determine the value of R² in each equation [108].
The value of R² shows how far the independent
variable can explain the dependent variable. Based
on the Smart PLS analysis results, the results of the
first analysis are obtained. Namely, the employee
involvement variable is directly influenced by the
transformational leadership variable with an R²
value of 0.323. Thus, it can be interpreted that
32.3% of the variance of work involved can be
explained by transformational leadership variables,
while other variables can explain the remaining
67.7%. The second analysis is that the performance
variables are jointly influenced by transformational
leadership, employee involvement, and job
satisfaction with an R² value of 0.583. Therefore, it
can be interpreted that 58.3% of the performance
variance can be explained by transformational
leadership, employee involvement, and job
satisfaction, while other variables can explain the
remaining 41.7%. Then the third analysis was
carried out on the job satisfaction variable, which
was directly influenced by the transformational
leadership variable with an R² value of 0.238. So, it
can be interpreted that 23.8% of the variance of job
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satisfaction can be explained by transformational
leadership variables, while other variables can
explain the remaining 76.2%.
The following is the result of the research in the
form of a value diagram image:
Fig. 2: Path Diagram T-Values
Based on the T-Values Path Diagram above, the
hypothesis testing in this research model is as
follows:
Table 1. Research Model Hypothesis Testing
Hypothesis
Statement
Score
Information
Hypothesis
T-Value
H1
Transformational
leadership improves
performance
1,050
The data do not
support the
hypothesis
H2
Transformational
leadership increases
employee engagement
11,517
The data
support the
hypothesis
H3
Transformational
leadership increases job
satisfaction
10,252
The data
support the
hypothesis
H4
Job satisfaction has a
positive influence on
performance
10,179
The data
support the
hypothesis
H5
Employee engagement
improves performance
2,640
The data
support the
hypothesis
H6
Gender of the leader
moderates the positive
influence of
transformational
leadership on
performance
0,162
The data do not
support the
hypothesis
Source: Smart PLS 3 data processing
6 Discussion
This study aims to determine the effect of
transformational leadership on performance
moderated by the gender of the leader. In addition,
the influence of transformational leadership on
employee engagement and job satisfaction. Finally,
it also wants to know the effect of job satisfaction
and employee involvement on performance.
The finding of this study showed that
transformational leadership does not increase the
employee's job performance. Thus, transformational
leadership actions such as providing support to
subordinates do not affect performance. One of the
reasons is because the status of employees of the
Health Social Security Administering Body is an
employee of government administrators. In
Indonesia, this status means that employees are not
afraid to be fired if they do not achieve their
performance. No matter how well a manager or
leader tries to support their subordinates. This is
different from some study that explains that
transformational leadership improves performance
[5]. Another reason is the effect of COVID 19.
When there are COVID-19 conditions like today,
the company limits the distribution of employee
work schedules to work from office 25% and work
from home 75% per day. Therefore, even the leaders
have supported employees with transformational
leadership conduct, such as increasing employee
engagement and cohesiveness. However, it still
cannot improve employee performance because
COVID 19 condition hampers employee
performance. Again, this is different from previous
research, which explains that transformational
leadership improves performance [5].
Gender of the leader moderates the positive
effect of transformational leadership on
performance. The findings in this study prove that
there is no such effect. It shows that gender has no
effect despite taking transformational leadership
actions such as encouraging staff development,
recognizing staff, fostering trust, involvement, and
cooperation among team members, having
consistency between the values conveyed and
implementing these values and during the COVID-
19 pandemic. 19 does not prove the transformational
leadership type itself. It does not influence
performance, such as employee work efficiency,
higher quality standards than formal standards,
working as expected, producing high-quality work,
and finding pleasure in position. This is different
from previous research, which explains that the
gender of the leader moderates the positive effect of
transformational leadership on improving
performance [14].
It shows that the COVID-19 condition has
forced the company to limit employees' work with a
schedule of work from office 25% and work from
home 75% per day. Although the leadership has
supported employees to work through virtual,
virtual work meetings, coordination between virtual
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fields, work assignments, and coordination between
employees through electronic media, the male
leadership style based on gender is goal-oriented.
On the other hand, rational, assertive, ambitious,
independent, aggressive, competitive, low-stress
levels, and adaptive in the environment. Compared
to female gender leadership who are expressive,
emotional, and relationship orientated,
interpersonally sensitive, more caring, empathetic,
and collaborative are not visible. They do not
influence employees to maximize their work due to
the restrictions of the COVID-19 condition. Thus,
the gender of the leader does not moderate the
positive influence of transformational leadership on
performance. This is different from previous
research, which explains that the gender of the
leader moderates the positive effect of
transformational leadership on improving
performance [15].
This study proves the influence of
transformational leadership on employee
engagement. It shows that transformational
leadership actions include encouraging staff
development, fostering trust, involvement, and
cooperation between team members. On the other
hand, having consistency between the values
conveyed and the implementation of these values
influences employee engagement such as focus,
concentration, and paying a lot of attention to work,
sharing work values, the same work goals with
colleagues, and feeling energetic enthusiastic about
work. It is in line with previous research, which
explains that transformational leadership increases
employee engagement [1].
It shows that leaders can build communication,
interaction, and connections, care about employees
and employee welfare, maintain employee
cohesiveness, motivate, inspire and increase
employee morale. Other than that, convince
employees about the company's goals clearly to
commit and contribute optimally to the company,
despite the COVID-19 conditions and the company
limiting work from office schedules to 25% and
from home 75% per day. And employees working
through virtual, virtual work meetings, coordination
between virtual fields, work assignments, and
coordination between employees through electronic
media, permanent employee involvement
maintained so that transformational leadership has a
positive effect on employee engagement [7].
Transformational leadership increases job
satisfaction, indicating that this study proves this
effect. It shows that transformational leadership
actions such as encouraging staff development,
recognizing staff, fostering trust, involvement, and
cooperation between team members have
consistency between the values conveyed.
Implementing these values influences job
satisfaction, such as abilities and skills matching the
employee's work. The work done contributes to the
company, the performance reaches the expected
target, and the result is maximized. It is in line with
previous research, which explains that
transformational leadership increases job
satisfaction [10].
It shows that leaders can motivate employees to
work optimally and improve performance, instill
trust in leaders, provide examples of personality,
principles of life, and fun at work. Other than that,
offer a supportive working environment and
conditions, provide welfare, convince employees of
the company's goals. Moreover, despite the COVID-
19 conditions and the company limiting work from
office schedules to 25% and work from home 75%
per day, employees are satisfied at work, so
transformational leadership positively affects job
satisfaction. [11].
Job satisfaction has a positive effect on
performance, indicating that this study proves the
existence of this influence. It shows that job
satisfaction measures such as abilities and skills that
match the employee's work, the work done
contributes to the company, the performance reaches
the expected target, the job done is maximized, and
influences performance. It such as employee work
efficiency, higher quality standards than employees.
Formal means, work as expected and high-quality
produce work, and find pleasure in position. It is in
line with previous research, which explains that job
satisfaction increases performance [12].
It shows that employees feel involved,
motivated, well treated, rewarded, work that
matches their personality, supportive working
conditions, and co-workers. Employees receive
reasonable compensation and welfare, good career
path opportunities, and work results that meet
expectations despite the COVID-19 conditions and
the company limiting work from office schedules to
25% and from home 75% per day. Job satisfaction
remains maintained for employees working through
virtual, virtual work meetings, coordination between
virtual fields, work assignments, and coordination
between employees through electronic media. Job
satisfaction positively affects performance [13].
This study proves the influence of employee
involvement on performance. It shows that
employee involvement actions such as focusing,
concentrating, and paying a lot of attention to work,
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sharing work values, the same work goals with
colleagues, and feeling energetic and enthusiastic in
work influence performance. In addition, it includes
employee work efficiency, higher quality standards,
working as expected, producing high-quality work,
and finding pleasure in work. It is in line with
previous research, which explains that employee
engagement improves performance [9].
It shows that there is good communication,
interaction, connection, and cohesiveness between
fellow employees and between employees and
leaders. Employees get good care, appreciation, and
welfare. Employees get a supportive working
environment and conditions, and employees feel
motivated and enthusiastic about work and
confident. With clear company goals, employees
feel committed and contribute maximally to the
company, even though the COVID-19 conditions
and the company have little work from office
schedules 25% and work from home 75% per day.
Employees work through virtual, virtual work
meetings, coordination between fields, virtual work
assignments, and coordination between employees
through electronic media. Employee engagement is
well maintained so that employee engagement has a
positive effect on performance [8].
7 Conclusion
This study proves that there is no influence between
transformational leadership and performance, and
there is no gender moderating effect of
transformational leadership on performance. This
study also confirms the impact of transformational
leadership on employee engagement and job
satisfaction. In addition, it also demonstrates the
result of job satisfaction and employee involvement
in the performance.
In addition, this study has limitations. First, this
study only looks at one variable in leadership,
namely transformational leadership, even though
other variables need to be known about
performance, employee involvement, and job
satisfaction, for example, transactional leadership
variables, servant leadership. and laissez-faire
leadership. So that further research needs to
consider determining the effect that occurs between
transactional leadership, servant leadership, and
laissez-faire leadership with performance, employee
engagement, and job satisfaction. Second, this study
still only looks at one variable in engagement,
namely employee involvement, even though other
variables need to be known about job satisfaction
and performance, namely work involvement and
organizational involvement. Third, this research is
limited to one health insurance company, the Health
Social Security Administering Body, so it may not
necessarily describe the condition or represent other
health insurance. The same research can be done in
the future but not only one health insurance
company.
The managerial implication of this research is to
increase employee engagement, job satisfaction, and
employee performance. Then company leaders need
to apply transformational leadership principles, such
as communicating clearly and positively about
company goals, encouraging staff development,
fostering trust, involvement, and cooperation among
employees. Employees, the process of appreciation
for employees, a sense of trust and respect is always
fostered. Leaders are also expected to have clarity
and consistency between the values conveyed and
the implementation of the values in question. To
improve the performance of company leaders, it is
necessary to increase employee involvement such as
focusing, concentrating, and paying a lot of
attention to work, sharing work values, having the
same work goals with colleagues, and feeling
energetic and enthusiastic about work. In addition,
to improve the performance of the company's
leaders, they can take job satisfaction actions such
as abilities and skills that match the employee's
work, the work done contributes to the company, the
performance reaches the expected target, and the
work done is maximized.
Acknowledgment:
This work was funded by a research grant from the
Esa Unggul University, Indonesia.
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WSEAS TRANSACTIONS on INFORMATION SCIENCE and APPLICATIONS
DOI: 10.37394/23209.2022.19.7
Unggul Kustiawan,
Muhamad Bagus Cahyadi,
Unik Dwi Lestari, Egi Andiyana
E-ISSN: 2224-3402
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