Transformational leaders’ approach to overcapacity: A study in correctional institutions
Heni Yuwonoa, Desynta Rahmawati Gunawanb, Anis Eliyanab✉, Rachmawati Dewi Anggrainic, Pandhu Herlambangb, Nurul Iman Abdul Jalild
- aDirectorate General of Corrections, Ministry of Law and Human Rights of the Republic of Indonesia, Central Jakarta, DKI Jakarta, Indonesia
- bDepartment Management, Universitas Airlangga, Surabaya, East Java, Indonesia
- cResearch and Publication, PT Usaha Mulia Digital Indonesia (PT UMDI), South Jakarta, DKI Jakarta, Indonesia
- dDepartment of Psychology and Counseling, Universiti Tunku Abdul Rahman, Kampar, Perak Darul Ridzuan, Malaysia
- ✉Corresponding author
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Abstract
This research attempts to examine the effect of transformational leadership (TL) on job satisfaction (JS) and job performance (JP) mediated by leader-member exchange (LMX) at all correctional officers in West Java. The quantitative method is adopted by conducting a questionnaire survey on all officers in the West Java area, with a total of 215 respondents. The questionnaire was done through the Google Forms platform and distributed in a time-lagged method. The sample of respondents who were interviewed was obtained through a purposive sampling technique, namely taking samples with certain considerations. The data in this study was then analyzed using Structural Equation Modeling (SEM), which was assisted by the AMOS program. The findings revealed that TL has a large impact on JS, JP, and LMX, whereas LMX has a significant impact on JS and JP. This study contributes to the literature by linking TL, LMX, JS, and JP. It examines and analyzes how and why TL and LMX can affect JS and JP.