KEPEMIMPINAN BERSAMA DAN TEKANAN PSIKOLOGIS TENAGA KESEHATAN : MEKANISME MEANING FULL AT WORK
DOI:
https://doi.org/10.35446/dayasaing.v9i1.1047Keywords:
Kepemimpinan Bersama, Tekanan Psikologis Tenaga Kesehatan, Meaning Full At WorkAbstract
Penelitian ini memberikan kontribusi yang berharga bagi suatu manajemen. Khususnya pada topik kepemimpinan bersama, tekanan psikologis, meaning at work. Serta kajian tentang sumber daya manusia. Temuan dari penelitian ini mengambarkan bagaimana dan mengapa meaning at work memediasi kepemimpinan bersama dan tekanan psikologis. Hasil penelitian ini juga dapat memberikan masukkan kepada manajemen organisasi dalam menjalankan suatu organisasi, dan mengetahui begitu pentingnya kepemimpinan bersama dalam suatu organisasi. Dari uraian diatas maka dapat juga diambil kesimpulan disetiap hipotesis pengujian dalam penelitian ini : Terdapat hubungan negatif antara kepemimpinan bersama dan tekanan psikologis. hipotesis didukung secara statistik (β = - 289) ρ < 0,001. variabel kepemimpinan bersama secara negatif mempengaruhi variabel tekanan psikologis. Terdapat hubungan positif antara Kepemimpinan Bersama dan Meaningfull at work. hipotesis didukung secara statistik (β = 0,391) ρ < 0,001. Tabel 4.11. variabel Kepemimpinan Bersama secara positif mempengaruhi variabel Meaningfull at work. Terdapat hubungan negatif antara meaningful work dan Tekanan Psikologis. hipotesis ini didukung secara statistik (β=-0.190) p < 0,001). variabel meaningfull at work berpengaruh negatif terhadap Tekanan Psikologis. Terakhir, memprediksi Meaningfull at work tidak memediasi pengaruh kepemimpinan bersama terhadap tekanan psikologis. hipotesis ini didukung secara statistik (β=-0.074 p < 0,001).
References
Beukes I, & Botha E. (2013). Organisational commitment, work engagement and meaning of work of nursing staff in hospitals. Journal of Psychology, 39(2), 1–10.
Chalofsky N, & Cavallero L. (2010). Meaningful workplaces. Advances in Developing Human Resources, 7, 34–39.
Chalofsky N, & Cavallero L. (2013). A good living versus a good life: Meaning, purpose and HRD. Advances in Developing Human Resources, 15, 331–340.
Chin WW. (2010). How to write up and report PLS analyses. In Vinzi E, Chin WW, Henseler J, & Wang H (Eds.), Handbook of partial least squares: Concepts, methods and applications (pp. 655–690). Springer.
Cullen JG. (2013). Vocational ideation and management career development. Journal of Management Development, 32, 932–944.
Dirkx JM. (2013). Leaning in and leaning back at the same time: Toward a spirituality of work-related learning. Developing Human Resources, 15, 356–369.
Lepisto DA, & Pratt MG. (2017). Meaningful work as realization and justification: Toward a dual conceptualization. Organizational Psychology Review, 7, 99–121.
Liu S, Hu J, Li Y, Wang Z, & Lin X. (2014). Examining the cross-level relationship between shared leadership and learning in teams: Evidence from China. The Leadership Quarterly, 25(2), 282–292.
Munn SL. (2013). Unveiling the work-life system: The influence of work-life balance on meaningful work. Advances in Developing Human Resources, 15, 401–407.
Neuman WL. (2014). Social research methods: Qualitative and quantitative approaches. Pearson Education.
Pearce CL, & Conger JA. (2003). A landscape of opportunities: future research on shared leadership. Conger (Eds) Shared Leadership: Reframing the Hows and Whys of Leadership, 285–303.
Scott-Young CM, Georgy M, & Grisinger A. (2019). Shared leadership in project teams: An integrative multi-level conceptual model and research agenda. International Journal of Project Management, 37(4), 565–581.
Shane WM, & Fields D. (2007). Exploring the impact of shared leadership on management team member job outcomes. Baltic Journal of Management, 2(3), 251–272.
Taylor M. (2017). Good work: The Taylor review of modern working practices (Independent Report). Department for Business, Energy and Industrial Strategy.
Thory K. (2016). Developing meaningfulness at work through emotional intelligence training. International Journal of Training and Development, 20, 58–77.
Wu CM, & Chen TJ. (2018). Collective psychological capital: Linking shared leadership, organizational commitment, and creativity. International Journal of Hospitality Management, 74, 75–84.
