Improving Employee Performance Through Knowledge Management and Leadership Styles, with Innovation as an Intervening Variable, in the Sukabumi City Government
DOI:
https://doi.org/10.33751/jhss.v10i1.128Keywords:
knowledge management, leadership style, employee innovation, employee performance, public organisationsAbstract
Improving employee performance in public sector organisations has become a strategic issue amidst increasingly complex and dynamic service demands. However, performance optimisation has not yet been fully achieved due to limitations in knowledge management and low levels of employee innovation. Therefore, an approach is required that can integrate knowledge management, leadership style, and innovation to enhance employee performance. This study aims to analyse the influence of knowledge management and leadership style on employee performance through innovation as an intervening variable within the Sukabumi City Government environment. This study employs a quantitative approach with an explanatory design. The study population comprises all employees within the Sukabumi City Government. The sampling technique utilised purposive sampling with a sample size of 150 respondents. Data were collected via a questionnaire and analysed using Partial Least Squares-based Structural Equation Modelling (SEM-PLS). The results indicate that knowledge management and leadership style play a significant role in enhancing employee innovation. Innovation has been proven to be a key factor in improving employee performance and is capable of mediating the influence of knowledge management and leadership style on performance. These findings indicate that employee performance in public organisations is determined not only by the availability of knowledge and leadership, but also by the organisation’s ability to foster innovation. The implications of this research underscore the importance of strengthening knowledge management systems and implementing participatory leadership styles to create a sustainable culture of innovation in enhancing employee performance.
References
[1] Ali, N. A., Mustaffa, M. M., Alkawsi, G., & Capretz, L. F. (2024). If you build it, will they come? Exploring the success factors of knowledge management systems in the Malaysian public sector. Heliyon, 10(6).
[2] Al Ahbabi, S. A., Singh, S. K., Balasubramanian, S., & Gaur, S. S. (2019). Employee perception of the impact of knowledge management processes on public sector performance. Journal of Knowledge Management, 23(2), 351–373.
[3] Al-Husseini, S., El Beltagi, I., & Moizer, J. (2021). Transformational leadership and innovation: The mediating role of knowledge sharing amongst higher education faculty. International Journal of Leadership in Education, 24(5), 670–693.
[4] Arnold, K. A. (2017). Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of Occupational Health Psychology, 22(3), 381.
[5] Aryanti, D., & Prasojo, E. (2021). Knowledge management in the public sector: A systematic literature review 2010–2021. Jurnal Academia Praja: Journal of the Master’s Programme in Public Administration, 4(2), 333–357.
[6] Banabera, G. I. (2019). Analysis of digital village governance innovation in improving public services in East Nusa Tenggara. Widya Praja Journal of Public Administration, 45(2), 203–212.
[7] Babbie, E. (2020). The practice of social research (15th ed.). Boston, MA: Cengage Learning.
[8] Cahyaningsih, E., Sensuse, D. I., Arymurthy, A. M., & Wibowo, W. C. (2017). Nusantara: A new model of knowledge management in government human capital management. Procedia Computer Science, 124, 61–68.
[9] Chen, C. A., & Hsieh, C. W. (2015). Knowledge sharing motivation in the public sector: The role of public service motivation. International Review of Administrative Sciences, 81(4), 812–832.
[10] Chin, W. W. (1998). The partial least squares approach to structural equation modelling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295–336). Mahwah, NJ: Lawrence Erlbaum Associates.
[11] Donkor, F. (2021). Linking leadership styles to employee performance in public sector organisations in Ghana: The role of organisational commitment. International Journal of Business and Management, 16(5), 43–54.
[12] Field, A. (2018). Discovering statistics using IBM SPSS statistics (5th ed.). London: Sage Publications.
[13] Ghozali, I. (2021). Applications of multivariate analysis using IBM SPSS 26 (10th ed.). Semarang: University of Diponegoro Press.
[14] Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., & Thiele, K. O. (2019). A primer on partial least squares structural equation modelling (PLS-SEM) (2nd ed.). Thousand Oaks, CA: Sage Publications.
[15] Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24.
[16] Hasanah, A. U., Andaryani, S., Sari, F. H., Dwikurniawati, I. U., & Lestari, D. P. (2024). Digital technology-based public service innovation: Challenges and opportunities in local government. Innovative: Journal of Social Science Research, 4(5), 5228–5235.
[17] Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modelling. Journal of the Academy of Marketing Science, 43(1), 115–135.
[18] Miao, Q., Newman, A., Schwarz, G., & Cooper, B. (2018). How leadership and public service motivation enhance innovative behaviour. Public Administration Review, 78(1), 71–81.
[19] Pee, L. G., & Kankanhalli, A. (2016). Interactions among factors influencing knowledge management in public-sector organisations: A resource-based view. Government Information Quarterly, 33(1), 188–199.
[20] Rawashdeh, A. M., Almasarweh, M. S., Alhyasat, E. B., & Al-Rawashdeh, F. (2021). Examining the effect of transformational leadership on organisational performance through quality innovation: A developing country perspective. International Journal for Quality Research, 15(1).
[21] Razzaq, S., Shujahat, M., Hussain, S., Nawaz, F., Wang, M., Ali, M., & Tehseen, S. (2019). Knowledge management, organisational commitment and knowledge-worker performance: The neglected role of knowledge management in the public sector. Business Process Management Journal, 25(5), 923–947.
[22] Rusilowati, U. (2017). Analysis of information technology-based knowledge management (a case study of government research and development agencies). Journal of Organisation and Management, 11(1), 44–61.
[23] Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organisational climate for innovation and organisational performance: The mediating effect of innovative work behaviour. Journal of Vocational Behaviour, 100, 67–77.
[24] Sugiyono. (2019). Quantitative, qualitative, and R&D research methods. Bandung: Alfabeta.
[25] Tak, J., Seo, J., & Roh, T. (2019). The influence of authentic leadership on authentic followership, positive psychological capital, and project performance: Testing for the mediating effects. Sustainability, 11(21), 6028.
[26] Trong Tuan, L. (2017). Knowledge sharing in public organisations: The roles of servant leadership and organisational citizenship behaviour. International Journal of Public Administration, 40(4), 361–373.
[27] Tunggul, P. (2019). Knowledge management: Sustainable human resource development in public sector organisations. Jurnal Administrare: Journal of Scientific Thought and Office Administration Education, 6(2), 159–166.
[28] Widarko, A., & Anwarodin, M. K. (2022). Work motivation and organisational culture on work performance: Organisational citizenship behaviour as a mediating variable. Golden Ratio of Human Resource Management, 2(2), 123–138.
