The Influence of Psychological Safety, Transformational Leadership on Employee Engagement of the Company through the Meaning of Work
DOI:
https://doi.org/10.58344/jws.v2i9.412Keywords:
psychological safety, transformational leadership, meaning of work, employee engagementAbstract
The success of organizational goals can be achieved effectively when supported by employees who have a deep commitment to the organization. Strong Employee Engagement will drive motivation, enhance productivity, foster harmonious relationships, and provide significant benefits to both parties. This research aims to understand and analyze the influence of psychological safety and transformational leadership on employee engagement through work meaning. The research methodology used a quantitative descriptive approach. Data collection was done through a questionnaire that assessed employee behaviors in the workplace, their interpretations, and interactions as leaders or subordinates in the organizational context. This study was conducted at PT Bio Farma (Persero) in Bandung, involving 253 respondents. Path analysis was used to evaluate hypotheses based on data collected from a 46-statement questionnaire. The results of this research indicate that good Psychological Safety, effective Transformational Leadership, and the presence of meaning in work (Work Meaning) play crucial roles in enhancing Employee Engagement at PT Bio Farma. Specifically, Psychological Safety and Work Meaning have the most significant direct impact on the level of employee engagement, each accounting for 65% and 60%, respectively. The findings of this research have important implications for companies looking to enhance employee engagement by focusing on psychological safety and promoting a transformational leadership style that facilitates meaningful work for employees.
References
Abu-Bader, S., & Jones, T. V. (2021). Statistical mediation analysis using the sobel test and hayes SPSS process macro. International Journal of Quantitative and Qualitative Research Methods.
Anshori, N. S. (2013). Makna kerja (meaning of work) suatu studi etnografi abdi dalem keraton ngayogyakarta hadiningrat daerah istimewa yogyakarta. Universitas Airlangga.
Becker, G. S. (2018). Human capital: A theoretical and empirical analysis, with special reference to education. University of Chicago press.
Firm, T. W. (2012). 2012 Global Workforce Study: Engagement at risk: driving strong performance in a volatile global environment.
Ge, Y. (2020). Psychological safety, employee voice, and work engagement. Social Behavior and Personality: An International Journal, 48(3), 1–7. https://doi.org/10.2224/sbp.8907
Handayani, W. P. P., & Pitoyo, D. J. (2018). Pengaruh Transformational Leadership Terhadap Work Engagement Yang Dimediasi Oleh Meaning In Work Dan Personal Resource. Jurnal Ekonika: Jurnal Ekonomi Universitas Kadiri, 3(2).
Juliantara, I. K., Sihombing, I. H. H., & Sulistyawati, N. L. K. S. (2020). The effect of employee engagement on turnover intention. The International Conference on Business and Management Research (ICBMR 2020), 300–305. DOI : 10.2991/aebmr.k.201222.043
Manmeet Kaur, J. S., & Poh, P. S. (2022). The influence of leadership style on employee engagement. Journal of Business and Social Sciences, 2022(08), 1–30.
Mat, N., Jansriboot, P., & Mat, N. (2019). Big five personality, transformational leadership, psychological safety, and employee engagement of private sector employees in Southern Thailand. Jurnal Pengurusan, 56, 15–26.
Muis, M. R., Jufrizen, J., & Fahmi, M. (2018). Pengaruh budaya organisasi dan komitmen organisasi terhadap kinerja karyawan. Jesya (Jurnal Ekonomi Dan Ekonomi Syariah), 1(1), 9–25. DOI: 10.36778/jesya.v1i1.7
Patro, C. S. (2013). The impact of employee engagement on organization’s productivity. 2nd International Conference on Managing Human Resources at the Workplace, 1, 1–9.
Platania, S., Morando, M., Caruso, A., & Scuderi, V. E. (2022). The effect of psychosocial safety climate on engagement and psychological distress: A multilevel study on the healthcare sector. Safety, 8(3), 62. https://doi.org/10.3390/safety8030062
Rahmat, P. S. (2021). Psikologi pendidikan. Bumi Aksara.
Retnowati, E., Darmawan, D., Putra, A. R., Putra, R. S., & Issalillah, F. (2023). Pengaruh Modal Psikologis, Kualitas Kehidupan Kerja, Dan Kepemimpinan Terhadap Kinerja Pegawai. Jurnal Baruna Horizon Vol, 6(1).
Saputro, R. (2021). Pengaruh Kepemimpinan Transformasional dan OCB Terhadap Kinerja Karyawan Melalui Motivasi. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis Dan Akuntansi, 9(2). https://doi.org/10.35794/emba.v9i2.34270
Thanh, N. H., & Quang, N. Van. (2022). Transformational, transactional, laissez-faire leadership styles and employee engagement: Evidence from Vietnam’s public sector. Sage Open, 12(2), 21582440221094610.
Xu, G., Zeng, J., Wang, H., Qian, C., & Gu, X. (2022). How transformational leadership motivates employee involvement: The roles of psychological safety and traditionality. Sage Open, 12(1), 21582440211069970.
Zaw, P. P., & Takahashi, Y. (2022). Effect of Transformational Leadership on Contextual Performance Mediated by Work Engagement and Moderated by Mindful Awareness. Merits, 2(4), 241–257. https://doi.org/10.3390/merits2040017
???, & ???. (2018). An empirical Study on the relationship between transformational leadership and employee creativity: Mediating role of perception of meaning in work and work engagement. ????????, 16(8), 117–128.
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Journal of Wolrd Science
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International. that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
