The Effect of Transformational Leadership on Employee Performance Through Organizational Citizenship Behavior in Industrial Revolution 4.0

Samsul Hidayat(1), Ida Bagus Wirawan(2), Subagyo Adam(3), Dimas Agung Trisliatanto(4), Muhammad Ridhuan Tony Lim Abdullah(5),


(1) Doctoral Program of Human Resource Development, Postgraduate School of Universitas Airlangga, Surabaya, Jawa Timur 60115, Indonesia
(2) Department of Sociology, Faculty of Social and Political Sciences, Universitas Airlangga
(3) Department of Sociology, Faculty of Social and Political Sciences Postgraduate Universitas Airlangga
(4) Doctoral Program of Human Resource Development, Postgraduate School of Universitas Airlangga, Surabaya, Jawa Timur 60115, Indonesia
(5) Department of Management & Humanities, Governance & Public Policy Research Group, Universiti Teknologi PETRONAS, 32610, Perak Darul Ridzuan, Malaysia
Corresponding Author

Abstract


The transformation of government organizations should be characterized by the development of visionary leadership transformation that was measured at various levels of leadership in government organizations, this was needed to ensure that every innovation developed could provide value-added service quality, harmonized the vision and internal environment which had balanced with the ability to respond to environmental changes external which moved quickly in this era of the Industrial Revolution 4.0. The purpose of this study was to analyze and examined the effect of transformational leadership on employee performance through organizational citizenship behavior in the Bulog of Indonesia for facing the industrial revolution era 4.0. The results of this study concluded that organizational citizenship behavior was an intervening variable in the effect of transformational leadership on employee performance in the Bulog of Indonesia facing the era of Industrial Revolution 4.0.


Keywords


Industrial Revolution 4.0, Transformational Leadership, Employee Performance, Organizational Citizenship Behavior

References


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 DOI: 10.30988/jmil.v6i1.1009

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