KnE Social Sciences

Published date: Jun 25 2025

Journal Title: KnE Social Sciences

Issue title: Brawijaya International Conference on Business Administration, Taxation, and Tourism (BICBATT 2024)

Pages: 83 - 92

DOI: 10.18502/kss.v10i13.18942

Faisal Rizafaisalriza@ub.ac.idBusiness Administration Department, Brawijaya University, Malang

Jihan YunitaBusiness Administration Department, Brawijaya University, Malang

Lizda Immatus SorayaBusiness Administration Department, Brawijaya University, Malang

This study examines the impact of transformational leadership and digital transformation on innovative work behavior and employee performance. As the business environment grows increasingly competitive, Human Resource Management (HRM) has emerged as a key pillar for organizational success. Transformational leadership is recognized for its ability to motivate employees, inspiring them to exceed expectations and fostering a high performing, adaptive workforce. Meanwhile, digital transformation provides organizations with technological frameworks that enhance efficiency, effectiveness, and responsiveness to changing markets and external environments. Using a literature review method, this study analyzes transformational leadership (X1) and digital transformation (X2) as independent variables, with innovative work behavior (Y1) and employee performance (Y2) as dependent variables. The findings demonstrate that transformational leadership, digital transformation, and innovative work behavior all positively influence employee performance. People are critical of organizational success, and a supportive work culture promotes the implementation of new ideas and solutions. In this context, digital transformation acts as an enabler, while transformational leadership establishes the foundation for a co-creative and innovative workplace. The results emphasize that transformational leadership and digital transformation are strategic factors essential to sustaining competitive advantage the digital age.

Keywords: digital transformation, employee performance, human resource management, innovative work behavior, transformational leadership

[1] Fathiyah F, Andriani Z, Fitriaty F. Pengaruh Kepemimpinan Transformasional dan Motivasi Kerja terhadap Kinerja Karyawan dengan Perilaku Kerja Inovatif sebagai Variabel Mediasi pada Pegawai Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kabupaten Muaro Jambi. Jurnal Ilmiah Universitas Batanghari Jambi. 2022;22(3):2269.

[2] Indayati N, Thoyib A. Rofiaty. The effect of employee engagement, organisational culture, and leadership style on organisational commitment in improving employee performance (Study at Brawijaya University). Jurnal Aplikasi Manajemen. 2012;10(2):344–56.

[3] Bass BM, Avolio BJ. Developing transformational leadership: 1992 and beyond. J Eur Ind Train. 1990;14(5). https://doi.org/10.1108/03090599010135122.

[4] Avolio BJ, Bass BM. Developing Potential Across a Full Range of Leadership TM. Psychology Press; 2001. https://doi.org/10.4324/9781410603975.

[5] Hess T, Benlian A, Matt C, Wiesböck F. Options for formulating a digital transformation strategy. MIS Q Exec. 2016;15(2):123–39.

[6] Afsar B, Badir YF, Saeed BB. Transformational leadership and innovative work behaviour. Ind Manage Data Syst. 2014;114(8):1270–300.

[7] Cushway B. Human resource management. Jakarta: PT Elek Media Kumputindo; 2002.

[8] Rivai V, Veithzal AP, Idroes FN. Bank and financial institution management: Conventional and Sharia system. Jakarta: Raja Grafindo Persada; 2007.

[9] Whitmore J. Coaching for performance. London: Nicholas Brealey Publishing; 1997.

[10] Robertson JL. The nature, measurement and nomological network of environmentally specific transformational leadership. J Bus Ethics. 2018;151(4):961–75.

[11] Whittaker TA. Using the modification index and standardized expected parameter change for model modification. J Exp Educ. 2012;80(1):26–44.

[12] Marzali A. Writing a literature review. J Indones Ethnogr. 2016;1(2):27–36.

[13] Hoch JE, Bommer WH, Dulebohn JH, Wu D. Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A metaanalysis. J Manage. 2018;44(2):501–29.

[14] Birdi K, Leach D, Magadley W. The relationship of individual capabilities and environmental support with different facets of designers’ innovative behavior. J Prod Innov Manage. 2016;33(1):19–35.

[15] De Jong J, Den Hartog D. Measuring innovative work behaviour. Creat Innov Manag. 2010;19(1):23–36.

[16] Muzakki A, Muammal I, Prakoso B. The role of physical education teacher creativity in mediating the influence of HRM practices and performance during the COVID-19 pandemic. J Sport Area. 2021;6(3):349–57.

[17] Handayani AH, Kadir AR, Munizu M. The effect of good corporate governance implementation on employee performance with work motivation as an intervening variable. Manag Dyn Conf. 2023;8(1).

[18] Habibie M, Mustika I. The effect of training on work motivation and its impact on employee performance (Case study at BPJS Ketenagakerjaan Headquarters). Int J Innov Sci Res Technol. 2020;5(7):51–7.

[19] Wulan D, Arifudin A. Improvement of employee performance PT PLN (Persero) Area Merauke reviewed from work discipline of employees. Int Conf Soc Sci (ICSS 2019). Atlantis Press; 2019.