Research Article
Effect of Leadership Style and Power Distance to Work Engagement of Trading Business Employees in Central Java Province After Controlling Age
@INPROCEEDINGS{10.4108/eai.17-7-2020.2303085, author={Fitri Rezeki}, title={Effect of Leadership Style and Power Distance to Work Engagement of Trading Business Employees in Central Java Province After Controlling Age}, proceedings={Proceedings of the 1st International Conference on Economics Engineering and Social Science, InCEESS 2020, 17-18 July, Bekasi, Indonesia}, publisher={EAI}, proceedings_a={INCEESS}, year={2021}, month={1}, keywords={work engagement leadership style power distance age}, doi={10.4108/eai.17-7-2020.2303085} }- Fitri Rezeki
Year: 2021
Effect of Leadership Style and Power Distance to Work Engagement of Trading Business Employees in Central Java Province After Controlling Age
INCEESS
EAI
DOI: 10.4108/eai.17-7-2020.2303085
Abstract
The main purpose of this research is finding determinants of work engagement of trading business employees in Central Java. Limitation of determinants for work engagement are only leadership style, and power distance. In order to maintain the credibility of the results calculations, the age of the employees in this study need to be controlled. This research is comparative-quantitative research that comparing 6 groups of employees in 3x2 matrix from crosses between 3 parts of leadership style and 2 parts of power distance, and making age of employees as covariant. Based on calculating results, all data are meet the normality test, homogeneity test, and have equality of the regression line. Results of this research as follow: there are significant effect (individual and interaction) of leadership style and power distance to work engagement after controlling age. On simple effect results, work engagement of employees are different after controlling age in case as follow: (1) Between low power distance and high power distance in transactional leadership style; (2) Between low power distance and high power distance in situational leadership style; (3) Between transactional and situational in low power distance condition; (4) Between transactional and transformational in low power distance condition; (5) Between transactional and transformational in low power distance condition
