Hope Sebagai Mediator Pengaruh Authentic Leadership Terhadap Work Engagement Pada Anggota Polisi

  • Rizka Kurniawati UIN Raden Fatah Palembang
  • Latipun Latipun Universitas Muhammadiyah Malang
  • Nida Hasanati Universitas Muhammadiyah Malang
Keywords: authentic leadership, hope, work engagement.

Abstract

Abstract : The work engagement of Indonesian National Police can provide a good performance to organization. One of the factors that can improve hope towards work engagement of Indonesian National Police is the style of leadership. Therefore, aiming to identify the influence of authentic leadership over work engagement, this study applies hope as the mediator variable. Using non-experimental quantitative as the research design, the subject involves 163 members of Sabhara Division of Indonesian National Police performing purposive sampling. The instrument of work engagement data collection is measured using Utrecht Work Engagement Scale (UWES-17), authentic leadership using Authentic Leadership Questionnaire (ALQ), and hope using the Adult State Hope Scale (ASHS). The data is analyzed using Mediated Regression Analysis (MRA) process by Hayes. The result shows that (1) authentic leadership positively impacts on work engagement, (2) authentic leadership positively impacts on hope, (3) hope positively impacts on work engagement, and (4) hope performs as the mediator of the influence of authentic leadership on work engagement.

 

Keywords: authentic leadership, hope, work engagement.

 

 

Abstrak : Work engagement anggota Polri dapat memberikan performa organisai yang lebih baik. Gaya kepemimpinan di organisasi merupakan faktor yang meningkatkan hope terhadap work engagement anggota Polri. Penelitian ini bertujuan untuk menguji pengaruh antara authentic leadership terhadap work engagement dengan hope sebagai variabel meditor. Desain penelitian menggunakan pendekatan kuantitatif non eksperimental. Subjek penelitian ini adalah anggota Polri Divisi Sabhara berjumlah 163 anggota kepolisian, dengan menggunakan teknik purposive sampling. Instrumen pengumpulan data work engagement diukur menggunakan Utrecht Work Engagement Scale (UWES-17), authentic leadership diukur menggunakan Authentic Leadership Questionnaire (ALQ), dan hope diukur menggunakan The Adult State Hope Scale (ASHS). Data dianalisis menggunakan Mediated Regression Analysis (MRA) process oleh Hayes. Hasil penelitian yang didapatkan (1) authentic leadership berpengaruh positif terhadap work engagement (2) authentic leadership berpengaruh positif terhadap hope (3) hope berpengaruh positif terhadap work engagement (4) hope berperan sebagai mediator pengaruh authentic leadership terhadap work engagement.

 

Kata kunci : authentic leadership, hope, work engagement.

References

Agustian. (2012). Engagement dan racun budaya organisasi. ESQ News.

Bakker, A. B., Schaufeli , W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress, 22(3), 187-200. doi:10.1080/02678370802393649

Bakker, A., & Leiter, P. (2010). Work engagement: A hand book of essential theory and research. New York: Psychology Press.

Blau, P. M. (1964). Exchange and power in social life . New York: John Wiley.

Christian, M. S., Garza , A. S., & Slaughter, J. (2011). Work engagement: A quantitative review and test of its relation with task and contextual performance. Personnel Psychology, 64, 89-136.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdiciplinary review. Journal of Management, 31(6), 874-900. doi:10.1177/0149206305279602

Ferry, K. (2016). A lesson in authentic leadership from the dallas chief of police. Retrieved from Achieve Forum.

Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. Leadership Quarterly, 16(3), 343-372.

Garg, K., Dar, I. A., & Mishra, M. (2017). Job satisfaction and work engagement: A study using private
sector bank managers. Advances in Developing Human Resources, 1(14).doi:10.1177/1523422317742987

Gozukara, I., & Simsek, O. F. (2016). Role of leadership in employees work engagement: organizational identification and job autonomy. International Journal of Business and Management, 11(1). doi:10.5539/ijbm.v11n1p72

Jabbar, M. N., Nawaz, M., Rehman , F. U., & Bhatti, G. A. (2018). Does optimism and work engagement matter to improve job performance? An empirical study. Journal of Management Sciences and Technology, 5(3).

Joo, B. K., Lim, D. H., & Kim, S. (2016). Enhancing work engagement The roles of psychological capital, authentic leadership, and work empowerment. Leadership & Organization Development Journal, 37(8). doi:10.1108/LODJ-01-2015-0005

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.

Lee, C. S. (2018). Authentic leadership and organizational effectiveness: The roles of hope, grit, and growth mindset. International Journal of Pure and Applied Mathematics, 118(19), 383-401. Retrieved from url: http://www.ijpam.eu

Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee engagement: Tools for analysis, practice, and competitive advantage. United Kingdom: Valtera Corporation.

Malik, N., & Dhar, R. L. (2018). Authentic Leadership and its impact on extra role behaviour of nurses: The mediating role of psychological capital and the. International

Mulyadi, D. (2015). Perilaku organisasi dan kepemimpinan pelayanan . Bandung: Alfabeta.

Niles, S. G. (2011). Career flow: A hope-centered model of career development. Journal of Employement Counseling, 48, 173-175. doi:10.1002

Priyatma, A. N., Zainuddin, M., & Handoyo, S. (2018). The influence of selfefficacy, optimism, hope and resilience on work engagement: Role of perceived organizational support as mediator. Journal of Educational, Health and Community Psychology, 7(1).

Rego, A., Sousa, F., Marques, C., & Cunha, M. P. (2014). Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67, 200-210. doi:10.1016/003

Schaufeli, W., & Bakker, A. (2004). UWES Utrecht work engagement scale. Occupational Health Psychology Unit.

Smythe, J. (2007). Employee engagement it's real essences and how it helped to transform a top four uk bank. Human Resource Management, 15(7), 11-13. doi:10.1108/09670730710830405


Stander, F., Beer, L., & Stander , M. (2015). Authentic leadership as a source of optimism, trust in the organisation and work engagement public health in the care sector. Journal of Human Resource, 13(1). doi:10.4102/675

Synder, C. (2000). The past and possible future of hope. Social and Clinical Journal, 19(1), 11-28.

Vokic, N. P., & Hernaus, T. adi(n.d.). The Triad of Job Satisfaction, Work Engagement and Employee Loyalty - The Interplay among the Concepts. EFZG Working Paper Series, 17(7), 1-13.

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. doi: 10.1177/0149206307308913

Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employe engagement. Social Behavior and Personality, 41(4), 613-624. doi:10.2224/613

Yukl, G. (2015). Kepemimpinan dalam organisasi. Jakarta: PT Indeks.
Published
2023-12-01
How to Cite
Kurniawati, R., Latipun, L., & Hasanati, N. (2023). Hope Sebagai Mediator Pengaruh Authentic Leadership Terhadap Work Engagement Pada Anggota Polisi. Jurnal Ilmiah Psyche, 17(2), 123–140. https://doi.org/10.33557/jpsyche.v17i2.2793
Section
Articles
Abstract viewed = 128 times
Jurnal Ilmiah Psyche : 152 times