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(Fakultas Ekonomi, Program Pascasarjana, Universitas Batam, Indonesia, Indonesia)(2) Indrayani Indrayani
(Fakultas Ekonomi, Program Pascasarjana, Universitas Batam, Indonesia, Indonesia)(3) Muamar Kaddafi
(Fakultas Ekonomi, Program Pascasarjana, Universitas Batam, Indonesia, Indonesia)*corresponding author
AbstractIn government it sself, employee innovation has an important role in supporting employee creativity. Especially in Bintan Regency, regional innovation in Bintan Regency refers to Law Number 23 of 2014 concerning Regional Government in article 386 which states that in order to improve the performance of Regional Government administration, Regional Government can carry out innovation. This research was conducted with the aim of carrying out theoretical confirmation based on sample data which focused on the issue of Creative Self Efficacy as a mediating variable and the Knowledge Sharing variable as a moderating variable which was linked to Employee Creativity as the dependent variable and became the object of research as well as the leadership style variable (Transformational Leadership and Leadership transformational) as an independent variable and also as a subject in this researcher. The population of this research is all Echelon III ASN who work in the Bintan Regency Regional Apparatus Organization (OPD), totaling 146 people. The total population in the study was 146 people and the entire research instrument. The results of this research are 1) transformational leadership has a significant effect on creative self-efficacy. 2) transformational leadership has a significant effect on employee creativity. 3) transformational leadership has a significant effect on employee creativity. 4) transformational leadership has no significant effect on employee creativity. 5) creative self-efficacy has a significant effect on employee creativity. 6) moderation of knowledge sharing on the transformational leadership variable has a significant effect on creative self-efficacy. 7) moderation of knowledge sharing on the transformational leadership variable has a significant effect on creative self-efficacy. 8) moderation of knowledge sharing on the transformational leadership variable has no significant effect on employee creativity. 9) moderation of knowledge sharing on the transformational leadership variable has a significant effect on employee creativity. 10) moderation of knowledge sharing on the transformational leadership variable has a significant effect on creative self-efficacy. 11) transformational leadership indirectly has a significant effect on employee creativity through creative self-efficacy. 12) transactional leadership indirectly has a significant effect on employee creativity through creative self-efficacy
KeywordsTransformational Leadership, Transactional Leadership, Creative Self Efficacy, Knowledge Sharing, Employee Creativity
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DOIhttps://doi.org/10.29099/ijair.v7i1.1.1289 |
Article metrics10.29099/ijair.v7i1.1.1289 Abstract views : 118 |
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