PERAN TRANSFORMATIONAL LEADERSHIP TERHADAP SAFETY INITIATIVES DENGAN MEDIASI OLEH JOB SATISFACTION

  • Christian Daniel Mende Magister Pengembangan Sumber Daya Manusia, Sekolah Pascasarjana, Universitas Airlangga
  • Nuri Herachwati Magister Pengembangan Sumber Daya Manusia, Sekolah Pascasarjana, Universitas Airlangga
  • Gebrina Ayu Pramesti Doktor Ilmu Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Airlangga, Surabaya

Abstract

Penelitian ini bertujuan untuk untuk menganalisis peran dari transformational leadership dan job satisfaction terhadap safety initiatives yang mana masih belum banyak diteliti pada konteks di rumah sakit apalagi di negara Asia. Metode kuantitatif dengan pendekatan cross sectional digunakan untuk melihat hasil empiris dari 200 responden pada Rumah Sakit tipe A di Surabaya. Teknik analisis data menggunakan structural equation modelling (SEM) dengan aplikasi SmartPLS (VB-SEM). Hasil yang ditemukan adalah adanya pengaruh langsung yang signifikan dan positif dari transformational leadership terhadap job satisfaction, dan job satisfaction terhadap safety initiatives. Pengaruh langsung yang tidak signifikan ditemukan pada transformational leadership terhadap safety initiatives dan dengan ini menunjukkan adanya mediasi full dari job satisfaction. Penelitian ini memberikan bukti empiris bahwa manajemen rumah sakit perlu terus memperbanyak dan melatih kepemimpinan yang transformasional di tempat kerja dan mencari cara-cara yang efektif untuk meningkatkan kepuasan kerja karena hal ini dapat berdampak pada tingkat keselamatan pasien.

References

Alanazi, N. H., Alshamlani, Y., & Baker, O. G. (2022). The association between nurse managers’ transformational leadership and quality of patient care: A systematic review. International Nursing Review. https://doi.org/10.1111/inr.12819
Alessa, G. S., Sharif, S., Lodhi, R. N., & Mahmood, Z. (2022). Leadership , proactive personality and organizational outcomes : role of parallel of mediators in Pakistani 3-star hotels. International Journal of Organizational Analysis, 30(5), 1188–1211. https://doi.org/10.1108/IJOA-12-2020-2548
ALFadhalah, T., & Elamir, H. (2022). Patient safety and leadership style in the government general hospitals in Kuwait: a multi-method study. Leadership in Health Services, 35(2), 190–209. https://doi.org/10.1108/LHS-07-2021-0062
Bahn, S. (2013). Transformational leaders? The pivotal role that supervisors play in safety culture. International Journal of Training Research, 11(1), 17–26. https://doi.org/10.5172/ijtr.2013.11.1.17
Bass, B. ., & Avolio, B. . (2000). MLQ Multifactor Leadership Questionnaire. In Mindgarden. https://doi.org/10.1002/(sici)1097-0266(199909)20:9<791::aid-smj49>3.0.co;2-u
Bass, B. M. (1990). Transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.
Benkarim, A., & Imbeau, D. (2021). Organizational commitment and lean sustainability: Literature review and directions for future research. Sustainability (Switzerland), 13(6). https://doi.org/10.3390/su13063357
Burns, J. M. (1978). Leadership. Harper and Row. https://doi.org/doi:10.2307/1955659
Chiang, H. Y., Hsiao, Y. C., & Lee, H. F. (2017). Predictors of Hospital Nurses’ Safety Practices: Work Environment, Workload, Job Satisfaction, and Error Reporting. Journal of Nursing Care Quality, 32(4), 359–368. https://doi.org/10.1097/NCQ.0000000000000240
Dararina, A. F., & Yulianti, P. (2022). Pengaruh self-leadership dan transformational leadership generasi terhadap work engagement dimediasi oleh psychological capital. Jurnal Ilmiah MEA (Manajemen, Ekonomi, Dan Akuntansi), 6(2), 1572–1585.
Downton, J. V. (1973). Rebel leadership: Commitment and charisma in the revolutionary process. Free Press.
Eliyana, A., & Ma, S. (2019). Job satisfaction and organizational commitment effect in the transformational leadership towards employee performance. European Research on Management and Business Economics, 25(3), 144–150. https://doi.org/10.1016/j.iedeen.2019.05.001
Emerson, R. M. (1976). Social Exchange Theory. Annual Review of Sociology, 335–362. https://doi.org/10.4324/9781315204321-25
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate Data Analysis. In Cengage (8th ed.). Annabel Ainscow.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). In SAGE (3rd ed.). SAGE Publications.
Haryono, S. (2017). Metode SEM Untuk Penelitian Manajemen dengan AMOS LISREL PLS (H. Mintardja (ed.); I). Luxima Metro Media.
Herachwati, N., Sulistiawan, J., Alfirdaus, Z., Yudha, B. A., & Ruslananda, M. A. (2018). Safety supports on employee safety voice. Problems and Perspectives in Management, 16(2), 49–55. https://doi.org/10.21511/ppm.16(2).2018.05
Hussain, M. K., & Khayat, R. A. M. (2021). The Impact of Transformational Leadership on Job Satisfaction and Organisational Commitment Among Hospital Staff: A Systematic Review. Journal of Health Management, 23(4), 614–630. https://doi.org/10.1177/09720634211050463
Lu, H., Barriball, K. L., Zhang, X., & While, A. E. (2012). Job satisfaction among hospital nurses revisited: A systematic review. International Journal of Nursing Studies, 49(8), 1017–1038. https://doi.org/10.1016/j.ijnurstu.2011.11.009
Mcfadden, K. L., Henagan, S. C., & Gowen III, C. R. (2009). The patient safety chain: Transformational leadership’s effect on patient safety culture, initiatives, and outcomes. Journals of Operations Management, 27, 390–404. https://doi.org/10.1016/j.jom.2009.01.001
McFadden, K. L., Stock, G. N., & Gowen, C. R. (2015). Leadership, safety climate, and continuous quality improvement: Impact on process quality and patient safety. Health Care Management Review, 40(1), 24–34. https://doi.org/10.1097/HMR.0000000000000006
Mirza, M. Z., & Isha, A. S. N. (2017). Context matters: A research agenda to move beyond conventional leadership-safety relationship. Safety Science, 98, 167–173. https://doi.org/10.1016/j.ssci.2017.06.013
Nashrullah, N. (2019). WHO: Kesalahan Medis Picu 2,6 Juta Kematian di Dunia. Republika. https://internasional.republika.co.id/berita/internasional/eropa/19/09/14/pxt85l320-who-kesalahan-medis-picu-26-juta-kematian-di-dunia?
Perdani, D. P., Herachwati, N., & Nadia, F. N. D. (2022). TRANSFORMATIONAL LEADERSHIP DAN INNOVATIVE WORK BEHAVIOR : SYSTEMATIC LITERATURE REVIEW VARIABEL MEDIASI DAN MODERASI. Syntax Literate: Jurnal Ilmiah Indonesia, 7(12).
Price, J. L. (2000). Reflections on the determinants of voluntary turnover. International Journal of Manpower, 22(7), 600–624.
Rokom. (2022). Peringati Hari Keselamatan Pasien Sedunia 2022, Menkes Ajak Masyarakat Terapkan “Ask, Know, Check” Sebelum Menerima Obat. Sehat Negeriku - Biro Komunikasi & Pelayanan Publik Kementerian Kesehatan RI. https://sehatnegeriku.kemkes.go.id/baca/umum/20220917/2441090/41090/
Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes. In The measurement of satisfaction in work and retirement: A strategy for the study of attitudes. Rand Mcnally.
Taha, S., Zanin, L. M., & Osaili, T. M. (2024). Studying the perception of leadership styles and food handlers’ hygienic practices in food businesses: The role of commitment and job satisfaction as mediators. Food Control, 157, 110148. https://doi.org/10.1016/j.foodcont.2023.110148
Verschueren, M., Kips, J., & Euwema, M. (2013). A review on leadership of head nurses and patient safety and quality of care. In Advances in Health Care Management (Vol. 14). Emerald Group Publishing Limited. https://doi.org/10.1108/S1474-8231(2013)0000014006
World Health Organization. (2021). Global patient safety action plan 2021–2030:Towards eliminating avoidable harm e health care. In World Health Organization. https://www.who.int/teams/integrated-health-services/patient-safety/policy/global-patient-safety-action-plan
Published
2024-01-13
How to Cite
Mende, C., Herachwati, N., & Pramesti, G. (2024). PERAN TRANSFORMATIONAL LEADERSHIP TERHADAP SAFETY INITIATIVES DENGAN MEDIASI OLEH JOB SATISFACTION. Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA), 8(1), 260-273. https://doi.org/10.31955/mea.v8i1.3629