Transformational Leadership sebagai Penggerak Kinerja Karyawan: Kajian Konseptual dalam Konteks Organisasi yang Dinamis
DOI:
https://doi.org/10.31004/joecy.v6i1.7733Keywords:
transformational leadership, employee performance, environmental dynamism, organizational adaptability, psychological empowerment.Abstract
Rapidly changing business environments require leaders to adapt their leadership styles to remain relevant and effective. Transformational leadership (TL) has been proven to be one of the most significant leadership approaches in improving employee performance, but its effectiveness is highly dependent on the organizational context, particularly environmental dynamism. This study uses a conceptual qualitative approach to explore previous empirical findings, identify inconsistencies, and formulate a new theoretical model regarding the relationship between TL and employee performance. The synthesis of results indicates that TL influences performance through psychological, socio-organizational, and adaptive mechanisms, with psychological empowerment and organizational adaptability as mediators, and environmental dynamism as a moderator. This study makes an important conceptual contribution by extending classic TL theory through the integration of contextual factors relevant to modern organizations. Theoretical and practical implications are presented as a basis for further empirical research.
References
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2021). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 32(2), 101468. https://doi.org/10.1016/j.leaqua.2020.101468
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–528.
Breevaart, K., & Zacher, H. (2022). Main and interactive effects of weekly transformational leadership and job demands on employee functioning. Journal of Occupational and Organizational Psychology, 95(1), 1–25. https://doi.org/10.1111/joop.12374
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2021). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 32(1), 101415. https://doi.org/10.1016/j.leaqua.2020.101415
Hannah, S. T., Avolio, B. J., Walumbwa, F. O., & Cheng, X. (2021). Leader self-complexity and adaptability: Examining leader effectiveness in dynamic environments. Academy of Management Journal, 64(4), 1081–1107. https://doi.org/10.5465/amj.2018.0857
Harms, P. D., Credé, M., Tynan, M., Leon, M., & Jeung, W. (2022). Leadership and stress: A meta-analytic review. Journal of Applied Psychology, 107(10), 1675–1706. https://doi.org/10.1037/apl0000945
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461
Jansen, J. J. P., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5–18.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta‐analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768.
Jiang, Y., Zhao, J., & Ni, J. (2022). Transformational leadership and employee innovative behavior: The mediating role of psychological empowerment. European Journal of Innovation Management, 25(3), 785–804. https://doi.org/10.1108/EJIM-03-2021-0149
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
Klein, A. S., Wallis, J., & Cooke, R. A. (2021). The impact of leadership styles on organizational culture and firm effectiveness. Journal of Management Development, 40(2), 113–129. https://doi.org/10.1108/JMD-01-2020-0002
Lee, A., Lyubovnikova, J., Tian, A. W., & Knight, C. (2021). Servant leadership: A meta-analytic examination of incremental validity. Journal of Occupational and Organizational Psychology, 94(4), 881–914. https://doi.org/10.1111/joop.12343
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2021). Taking stock of moral approaches to leadership: An integrative review. Journal of Management, 47(6), 1481–1521. https://doi.org/10.1177/0149206320917069
Li, Y., & Liu, Y. (2020). Environmental dynamism, leadership, and innovation: A meta-analysis. Journal of Business Research, 118, 314–326.
Li, Z., Chen, H., & Liao, J. (2023). Transformational leadership and employee resilience in turbulent environments. The Leadership Quarterly, 34(4), 101694. https://doi.org/10.1016/j.leaqua.2022.101694
Miao, R., & Cao, Y. (2022). High-performance work systems, transformational leadership, and employee performance. International Journal of Human Resource Management, 33(9), 1811–1835. https://doi.org/10.1080/09585192.2020.1867619
Ng, T. W. H., & Feldman, D. C. (2022). Leadership effectiveness in times of crisis: A meta-analytic investigation. Personnel Psychology, 75(2), 305–343. https://doi.org/10.1111/peps.12458
Nielsen, K., & Daniels, K. (2016). The relationship between transformational leadership and follower well-being: A review. Work & Stress, 26(3), 213–229.
Rosing, K., Frese, M., & Bausch, A. (2022). Explaining the heterogeneity of leadership–innovation relationships. Academy of Management Review, 47(1), 66–92. https://doi.org/10.5465/amr.2018.0395
Sarfraz, M., Qun, W., Abdullah, M. I., & Alvi, A. T. (2022). Transformational leadership and innovative work behavior in turbulent environments. Journal of Business Research, 142, 339–350. https://doi.org/10.1016/j.jbusres.2021.12.045
Sharma, P. N., & Kirkman, B. L. (2023). Leveraging leaders for performance in dynamic contexts. Academy of Management Perspectives, 37(2), 240–257. https://doi.org/10.5465/amp.2021.0069
Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis. The Leadership Quarterly, 29(1), 89–104.
Vera, D., & Crossan, M. (2021). Strategic leadership and organizational learning in dynamic environments. Leadership Quarterly, 32(5), 101504. https://doi.org/10.1016/j.leaqua.2021.101504
Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability. Academy of Management Journal, 44(1), 134–143.
Zhang, Y., Waldman, D. A., Han, Y., & Li, X. (2023). Paradoxical leadership and employee performance in uncertain environments. Journal of Management, 49(2), 441–470. https://doi.org/10.1177/01492063211039196
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Joko Wiyono
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
