The Importance of Transformational Leadership in Times of Crisis

Oct 13, 2025 by talynt.org 82 views

The Influence of Transformational Leadership and Readiness to Change on Employee Performance in the Covid-19 Pandemic Period: A Study at PT. Bridgestone Sumatra Rubber Estate of Simalungun District

Introduction

The Covid-19 pandemic has had a significant impact on various aspects of life, including the world of business. One of the consequences of the pandemic is the decline in employee performance, which can be attributed to the challenges and difficulties faced by employees during this period. In such a situation, the role of a transformational leader becomes crucial in encouraging change and preparing employees to be ready to adapt. This study aims to analyze the influence of transformational leadership and readiness to change on employee performance during the pandemic period, with a focus on PT. Bridgestone Sumatra Rubber Estate (BSRE) in Simalungun Regency.

The Importance of Transformational Leadership in Times of Crisis

Transformational leadership is a style of leadership that inspires and motivates employees to work towards a common goal. In times of crisis, such as the Covid-19 pandemic, transformational leaders play a vital role in creating an inspirational vision, building trust, and creating a work environment that supports change. By creating open communication and listening to employee needs, leaders can increase employee readiness to deal with changes that occur due to the crisis situation.

The Role of Readiness to Change in Employee Performance

Readiness to change is a critical factor in ensuring that changes made can be received and implemented properly. Employees who have readiness to change are more likely to adapt to new policies and work more efficiently. This study shows that the combination of good leadership and readiness to change will contribute significantly to improving employee performance.

Research Methodology

This study uses a quantitative approach with an associative method. The sample was taken using the probability sampling technique involving 100 respondents. Primary data was obtained through the distribution of questionnaires, while secondary data were collected through literature studies. Data analysis methods include validity tests, reliability tests, classical assumptions, multiple linear regression analysis, and hypothesis tests.

Research Findings

The results of this study showed that both transformational leadership variables and readiness variables to change have a significant influence on employee performance. The coefficient value obtained shows a very strong relationship between the two variables and employee performance, with a R value of 0.872. In addition, the Adjusted R Square value shows that the transformational leadership variable and readiness to change can explain employee performance up to 75.6%. The remaining 24.4% is influenced by other variables that are not discussed in this study.

Additional Analysis and Explanation

The findings of this study suggest that transformational leadership plays an important role in arousing the enthusiasm and motivation of employees in the midst of difficulties. By creating an inspirational vision, building trust, and creating a work environment that supports change, transformational leaders can increase employee readiness to deal with changes that occur due to the crisis situation.

Implications of the Study

The results of this study have several implications for companies and leaders. Firstly, it highlights the importance of managerial roles in managing human resources, especially in dealing with crises such as the Covid-19 pandemic. Organizations that can adapt quickly and effectively will be able to survive and even develop in the midst of economic uncertainty.

Conclusion

In conclusion, this research provides valuable insights for companies and leaders to continue to develop leadership skills and increase employee readiness in dealing with change. This is very relevant in the current context, where change and adaptation become a necessity for the continuity and success of the organization.

Recommendations for Future Research

This study suggests several areas for future research. Firstly, it would be interesting to explore the relationship between transformational leadership and employee performance in different cultural contexts. Secondly, it would be beneficial to investigate the impact of readiness to change on employee performance in different industries. Finally, it would be valuable to examine the role of other variables, such as organizational culture and employee engagement, in influencing employee performance.

Limitations of the Study

This study has several limitations. Firstly, the sample size was limited to 100 respondents, which may not be representative of the entire population. Secondly, the study was conducted in a single organization, which may limit the generalizability of the findings. Finally, the study relied on self-reported data, which may be subject to biases and limitations.

Future Directions

This study provides several future directions for research. Firstly, it highlights the need for further research on the role of transformational leadership in times of crisis. Secondly, it suggests the importance of investigating the impact of readiness to change on employee performance in different contexts. Finally, it emphasizes the need for examining the relationship between transformational leadership and employee performance in different cultural contexts.

References

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482.
House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321-338.
Kouzes, J. M., & Posner, B. Z. (1987). The leadership challenge: A new approach to leadership. San Francisco: Jossey-Bass.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task motivation. Englewood Cliffs, NJ: Prentice Hall.
Masi, R. J., & Cooke, R. A. (2000). The effects of transformational leadership on employee motivation and job satisfaction. Journal of Applied Psychology, 85(2), 234-244.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Meta-analysis of the relationships between leader reward and punishment behavior and subordinate attitudes. Journal of Applied Psychology, 81(2), 180-192.
Sashkin, M., & Sashkin, M. (1988). The transformational leader. In J. A. Conger & R. N. Kanungo (Eds.), The empowerment process: Integrating theory and practice (pp. 245-262). Academy of Management Review, 13(3), 471-482.
Yukl, G. A. (1989). Leadership in organizations. Englewood Cliffs, NJ: Prentice Hall.
Q&A: The Influence of Transformational Leadership and Readiness to Change on Employee Performance in the Covid-19 Pandemic Period

Q: What is transformational leadership, and how does it impact employee performance?

A: Transformational leadership is a style of leadership that inspires and motivates employees to work towards a common goal. It involves creating an inspirational vision, building trust, and creating a work environment that supports change. Transformational leaders are able to increase employee readiness to deal with changes that occur due to the crisis situation, which ultimately leads to improved employee performance.

Q: What is readiness to change, and how does it impact employee performance?

A: Readiness to change is a critical factor in ensuring that changes made can be received and implemented properly. Employees who have readiness to change are more likely to adapt to new policies and work more efficiently. This study shows that the combination of good leadership and readiness to change will contribute significantly to improving employee performance.

Q: How does transformational leadership impact employee motivation and job satisfaction?

A: Transformational leadership has been shown to increase employee motivation and job satisfaction. By creating an inspirational vision and building trust, transformational leaders are able to inspire employees to work towards a common goal, which leads to increased motivation and job satisfaction.

Q: What are the implications of this study for companies and leaders?

A: The results of this study have several implications for companies and leaders. Firstly, it highlights the importance of managerial roles in managing human resources, especially in dealing with crises such as the Covid-19 pandemic. Organizations that can adapt quickly and effectively will be able to survive and even develop in the midst of economic uncertainty.

Q: What are the limitations of this study?

A: This study has several limitations. Firstly, the sample size was limited to 100 respondents, which may not be representative of the entire population. Secondly, the study was conducted in a single organization, which may limit the generalizability of the findings. Finally, the study relied on self-reported data, which may be subject to biases and limitations.

Q: What are the future directions for research based on this study?

A: This study provides several future directions for research. Firstly, it highlights the need for further research on the role of transformational leadership in times of crisis. Secondly, it suggests the importance of investigating the impact of readiness to change on employee performance in different contexts. Finally, it emphasizes the need for examining the relationship between transformational leadership and employee performance in different cultural contexts.

Q: What are the practical implications of this study for companies and leaders?

A: The practical implications of this study are that companies and leaders should prioritize developing transformational leadership skills and increasing employee readiness to change. This can be achieved through training and development programs, as well as by creating a work environment that supports change and innovation.

Q: How can companies and leaders measure the effectiveness of transformational leadership and readiness to change?

A: Companies and leaders can measure the effectiveness of transformational leadership and readiness to change by using metrics such as employee satisfaction, motivation, and performance. They can also use surveys and feedback mechanisms to gauge employee readiness to change and identify areas for improvement.

Q: What are the key takeaways from this study for companies and leaders?

A: The key takeaways from this study are that transformational leadership and readiness to change are critical factors in improving employee performance, especially in times of crisis. Companies and leaders should prioritize developing transformational leadership skills and increasing employee readiness to change to achieve success in the current business environment.