Transformational Leadership Training: A Key Driver to Improve the Effectiveness and Productivity of CV Ning Sri Stone Crusher

Authors

  • UDIN UDIN
  • FITRIAH M. SUUD
  • AZZUHRATUL KHAIRA FIRDAUSI

Keywords:

Transformational leadership; Organizational effectiveness; CV Ning Sri.

Abstract

CV Ning Sri is an Indonesian private company whose management activities are entirely under the family managerial. This company is engaged in stone crusher. Some main obstacles are often experienced and even have not been resolved properly by the stone crusher company of CV Ning Sri, namely (a) the weak managerial and leadership system, where the leader places more emphasis on the transactional element to all employees in completing their task; (b) the intensity of employee turnover is too high, which makes it difficult to identify and retain talented employees; (c) the frequent occurrence of non-ethical behavior of employees in the form of tardiness and theft in the workplace. Therefore, based on these various problems, in today's highly competitive free market era, transformational leadership is very important to be realized in order to improve effectiveness and performance among employees and managers, as well as the CV Ning Sri company as a whole. In addition, transformational leadership has been considered essential for creating superior performance and organizational effectiveness.

References

Alheet, A., Adwan, A., Areiqat, A., Zamil, A., & Saleh, M. (2021). The effect of leadership styles on employees’ innovative work behavior. Management Science Letters, 11(1), 239-246. doi: 10.5267/j.msl.2020.8.010

Alrowwad, A., Abualoush, S. H., & Masa'deh, R. (2020). Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. Journal of Management Development, 39(2), 196- 222. doi: https://doi.org/10.1108/JMD-02-2019-0062

Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154-1184.

Astuti, I., & Udin, U. (2020). The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance. Journal of Asian Finance, Economics and Business, 7(10), 401-411.

Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72(4), 441-462.

Barth, E., Bryson, A., Davis, J. C., & Freeman, R. (2014). It's where you work: Increases in earnings dispersion across establishments and individuals in the US: National Bureau of Economic Research.

Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York, NY: Free Press.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32. doi: https://doi.org/10.1080/135943299398410

Breevaart, K., Bakker, A. B., Hetland, J., & Hetland, H. (2014). The influence of constructive and destructive leadership behaviors on follower burnout. Burnout at work: A psychological perspective, 102-121.

Burns, J. M. (1978). Leadership. New York, NY: Harper and Row.

Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80(4), 468-478.

Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management journal, 45(4), 735-744.

Galetakis, M., & Soultana, A. (2016). A review on the utilisation of quarry and ornamental stone industry fine by-products in the construction sector. Construction and Building Materials, 102, 769-781. doi: https://doi.org/10.1016/j.conbuildmat.2015.10.204

Gebel, M., & Giesecke, J. (2009). Labour market flexibility and inequality: the changing risk patterns of temporary employment in West Germany. Zeitschrift für Arbeitsmarktforschung, 42(3), 234-251.

Hosna, A. U., Islam, S., & Hamid, M. (2021). A Review Of The Relationship Of Idealized Influence, Inspirational Motivation, Intellectual Stimulation, And Individual Consideration With Sustainable Employees Performance. International Journal of Progressive Sciences and Technologies, 25(1), 322-326. doi: http://dx.doi.org/10.52155/ijpsat.v25.1.2798

Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246-255. doi: https://doi.org/10.1037/0021-9010.88.2.246

Keskes, I., Sallan, J. M., Simo, P., & Fernandez, V. (2018). Transformational leadership and organizational commitment: mediating role of leader-member exchange. The Journal of Management Development, 37(3), 271-284.

Lee, Y., & Chon, M. G. (2021). Transformational leadership and employee communication behaviors: the role of communal and exchange relationship norms. Leadership & Organization Development Journal, 42(1), 61-82. doi: https://doi.org/10.1108/LODJ- 02-2020-0060

Lengfeld, H., & Ohlert, C. (2015). Do internal labour markets protect the unskilled from low payment? Evidence from Germany. International Journal of Manpower, 36(6), 874- 894.

Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Ahmed Bhutto, N. (2020). Unlocking employees’ green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation. Journal of Cleaner Production, 255, 120229. doi: https://doi.org/10.1016/j.jclepro.2020.120229

Mao, J., Chiu, C. Y., Owens, B. P., Brown, J. A., & Liao, J. (2019). Growing followers: Exploring the effects of leader humility on follower self‐expansion, self‐efficacy, and performance. Journal of Management Studies, 56(2), 343-371. doi: https://doi.org/10.1111/joms.12395

Men, L. R. (2014). Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes. Journal of Public Relations Research, 26(3), 256-279. doi: 10.1080/1062726X.2014.908719

Mio, J. S., Riggio, R. E., Levin, S., & Reese, R. (2005). Presidential leadership and charisma: The effects of metaphor. The Leadership Quarterly, 16(2), 287-294. doi: https://doi.org/10.1016/j.leaqua.2005.01.005

Monteiro, N. B. R., & da Silva, E. A. (2018). Environmental licensing in Brazilian's crushed stone industries. Environmental Impact Assessment Review, 71, 49-59.

Morkevičiūtė, M., & Endriulaitienė, A. (2020). Explaining work motivation through perceived transformational leadership: what to expect in a sample of female employees? Gender in Management: An International Journal, 35(6), 585-599. doi: 10.1108/GM-01-2020-0004

Nur, M., Ali, A., Yusuf, Y., & Chamariyah, C. (2015). The influence of transformational and transactional leadership, and also motivation on employee’s performance. Journal of Management and Business, 14(2), 131-138. doi: https://doi.org/10.24123/jmb.v14i2.311

Rodiah, S., & Nahartyo, E. (2019). Knowledge Sharing Behaviour: the Effect of Psychological Safety on Balance Scorecard (BSC) Implementation. Journal of Accounting and Investment, 20(1), 23-40.

Saha, D. C., & Padhy, P. K. (2011). Effects of stone crushing industry on Shorea robusta and Madhuca indica foliage in Lalpahari forest. Atmospheric Pollution Research, 2(4), 463-476.

Salem, H. S. (2021). Evaluation of the Stone and Marble Industry in Palestine: environmental, geological, health, socioeconomic, cultural, and legal perspectives, in view of sustainable development. Environmental Science and Pollution Research. doi: 10.1007/s11356-021-12526-4

Shafi, M., Zoya, Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review, 25(3), 166-176. doi: https://doi.org/10.1016/j.apmrv.2019.12.002

Singh, N., & Krishnan, V. R. (2008). Self‐sacrifice and transformational leadership: Mediating role of altruism. Leadership & Organization Development Journal, 29(3), 261-274. doi: https://doi.org/10.1108/01437730810861317

Sivacoumar, R., Jayabalou, R., Subrahmanyam, Y. V., Jothikumar, N., & Swarnalatha, S. (2001). Air pollution in stone crushing industry, and associated health effects. Indian Journal of Environmental Health, 43(4), 169-173. doi: https://europepmc.org/article/med/12395522

Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. The Leadership Quarterly, 16(2), 221-244. doi: https://doi.org/10.1016/j.leaqua.2005.01.002

Suhana, S., Udin, U., Suharnomo, S., & Mas’ud, F. (2019). Transformational Leadership and Innovative Behavior: The Mediating Role of Knowledge Sharing in Indonesian Private University. International Journal of Higher Education, 8(6), 15-25.

Sulistiyani, E., Udin, & Rahardja, E. (2018). Examining the effect of transformational leadership, extrinsic reward, and knowledge sharing on creative performance of Indonesian SMEs. Quality - Access to Success, 19(167), 63-67.

Udin, U., Riyadh, H. A., & Dananjoyo, R. (2020). Transformational Leadership And Employee Performance: A Literature Review. International Journal of Advanced Science and Technology, 29(9s), 2291-2299.

Downloads

Published

2021-04-30

How to Cite

UDIN, U. ., SUUD, F. M. ., & FIRDAUSI, A. K. . (2021). Transformational Leadership Training: A Key Driver to Improve the Effectiveness and Productivity of CV Ning Sri Stone Crusher. The Journal of Contemporary Issues in Business and Government, 27(2), 5821–5829. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/1478