INTERNATIONAL JOURNAL OF EDUCATION AND SOCIAL SCIENCE (IJESS)
The Effect of Change Leadership on Adaptive Performance: Meaningful Work as a Mediating Variable
E-ISSN: 5778-6990
P-ISSN: 6790-5577
DOI: https://iigdpublishers.com/article/261
Organizational change is one continuous study to be carried out because organizational change will definitely occur. The role of the leader as the spearhead of the organization needs to be studied because it will impact on the subordinate’s perception and behavior, one of which is so that they have adaptive performance. Of course, to achieve adaptive performance there needs to be a positive perception of own work. The aim of this research is to examine the effect of change leadership on adaptive performance: testing the mediating role of meaningful work on the influence of change leadership on adaptive performance. This research uses a quantitative approach, with a purposive sampling technique. The data used is primary data through surveys distributed online by a sample size was 350 respondents. The data analysis technique uses the Structural Equation Modeling (SEM) test. The research results proven that change leadership has a significant positive effect on adaptive performance. Furthermore, meaningful work mediates the influence of change leadership on adaptive performance.
Widarta Widarta & Subarjo Subarjo
Adams, G. A., & Webster, J. R. (2022). Relating supervisor interpersonal emotion management- and task-oriented leadership to adaptive performance: a moderated-mediation model incorporating trust and gender. Equality, Diversity and Inclusion, 41(4), 549–567. https://doi.org/10.1108/EDI-07-2021-0174
Brockner, J., & Wiesenfeld, B. M. (1996). An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures. Psychological Bulletin, 120, 189 –208.
Cani€els, M.C.J., Semeijn, J.H. and Renders, I.H.M. (2018), ―Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work‖, The Career Development International, Vol. 23 No. 1, pp. 48-66.
Chalofsky, N. 2003. An Emerging Construct for Meaningful Work. Human Resource Development International, 6 (1), 69-83.
Chalofsky, N., & Krishna, V. (2009). Meaningfulness, commitment, and engagement: the intersection of a deeper level of intrinsic motivation. Advances in Developing Human Resources, 11(2), 189–203. https://doi.org/10.1177/1523422309333147
