Digital Leadership Analysis And Work Flexibility Towards Employee Performance Through Employee Involvement
Abstract
This study aims to analyze the influence of digital leadership and work flexibility on employee performance through employee involvement as an intervening variable in the Human Resources Bureau of the North Sumatra Regional Police. This study uses a quantitative approach with a population of 115 employees. The sampling technique used is saturated sampling, so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires on the Likert scale. Data analysis was carried out using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS 3.0 application. The results of the study show that digital leadership has a positive and significant effect on employee performance with a path coefficient of 0.230. Work flexibility has a positive and significant effect on employee performance with a coefficient of 0.350. Digital leadership and work flexibility also had a positive and significant effect on employee engagement, with coefficients of 0.358 and 0.483, respectively. Furthermore, employee involvement has a positive and significant effect on employee performance with a coefficient of 0.361. The results of the indirect influence test proved that employee involvement was able to mediate the influence of digital leadership on employee performance with a coefficient of 0.129 and mediate the effect of work flexibility on employee performance with a coefficient of 0.175. The R-square value shows that digital leadership and work flexibility are able to explain employee engagement by 39.8%, while digital leadership, work flexibility, and employee engagement can explain employee performance by 52.2%. Thus, improving digital leadership and implementing the right work flexibility can increase the involvement and performance of employees of the North Sumatra Police Human Resources Bureau.
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