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JOSS :
Journal of Social Science
MULTIDIMENSIONAL LEADERSHIP MODERATES THE INFLUENCE OF
MOTIVATIONAL AGILITY AND SELF-CONFIDENCE IN ABILITIES ON CIVIL
SERVANT PERFORMANCE IN WEST KOTAWARINGIN, CENTRAL
KALIMANTAN, INDONESIA
Juni Gultom
1
, Budiyanto
2
, Suhermin
3
Sekolah Tinggi Ilmu Ekonomi Indonesia, Surabaya, Indonesia
Email: [email protected], [email protected], [email protected]
KEYWORDS
Goal-Setting Theory,
Civil Servant
Performance,
Motivational Agility,
Self-Confidence in
Abilities.
ABSTRACT
This study used the goal-setting theory as a theoretical perspective to
empirically investigate the role of multidimensional leadership as a
moderator in influencing motivational agility and self-confidence in
abilities on civil servant performance. The respondents were 308 civil
servants in West Kotawaringin, Central Kalimantan. The data were
processed using PLS Structural Equation Modeling (SEM). This study
proposes multidimensional leadership as a strategy to improve civil
servant performance. The results show that motivational agility and self-
confidence in abilities influence civil servant performance, and
multidimensional leadership plays a role in strengthening civil servant
performance. These results strengthen the goal-setting theory which states
that employees who have a high commitment to goals will be encouraged
to increase their efforts to achieve those goals.
INTRODUCTION
A circular letter from the Minister of State Apparatus Utilization and Bureaucratic
Reform of Indonesia No. 3 of 2023, dated January 31, 2023, regulates the quota for grades
received by employees based on percentages. From now on, not all employees will receive a
score with a good grade if the performance score of the organization where they work is not
good. Even when an organization gets a good performance score, only 70% of employees at
most are entitled to a score with a good grade. It is possible to get a score with an excellent
grade, but the drawback is that this clause requires civil servants who get a score with a grade
of below good, such as needing improvement/adequate, poor, or even inferior. Organizations
whose performances get a score with a grade of needing improvement/adequate, at least 60%
of employees are given a score with a grade of needing improvement. In comparison, the
proportion of employees who can be given a score with an excellent grade is no more than
10% while other employees are given scores with good, poor, and even inferior grades.
Several studies on factors influencing employee performance state that motivational
agility influences employee performance, such as in Abrishamkar et al., (2021); Meier (2021);
Das et al., (2022); Munteanu et al., (2020); Varshney Varshney, (2020); Cetindamar et al.,
(2021); Gerald et al., (2020); and Kalkan and Aydın, (2020). However, several other studies
stated that motivational agility has no influence on employee performance, such as in Asep et
Volume 2 Number 10 October 2023
p- ISSN 2963-1866- e-ISSN 2963-8909
Vol 2, No 10 October 2023
Multidimensional Leadership Moderates The Influence Of Motivational
Agility And Self-confidence in Abilities On Civil Servant Performance In
West Kotawaringin, Central Kalimantan, Indonesia
https://joss.al-makkipublisher.com/index.php/js
al., (2022); Khildani et al., (2022); and Rahardi, et al., (2022). Next, several studies state that
self-confidence in abilities influences employee performance, such as Ma et al., (2021);
Kaakeh et al., (2020); Talsma et al., (2021); Komsu and Cem, (2021); Golsanamlou et al.,
(2022); Nuutila et al., (2020); Asbari et al., (2021); Redifer et al., (2021); Saleem et al., (2020);
and Etherton et al., (2020). However, several other studies stated that self-confidence in
abilities has no influence on employee performance, such as in Fauziyyah and Rohyani,
(2022); Ambarita et al., (2022); and Sembiring, (2021). Based on these previous studies, it
can be stated that there are still inconsistencies in the results regarding the influence of
motivational agility and self-confidence in abilities on employee performance. As a solution
to the problem of inconsistencies in the results of these previous studies, a moderation concept
with the variable of multidimensional leadership was proposed. Multidimensional leadership
is characterized by the ability to use information technology in decision-making. This study
is expected to strengthen the goal-setting theory related to the variables of motivational agility,
self-confidence in abilities, and multidimensional leadership.
METHOD RESEARCH
To test the model, researchers took civil servants in West Kotawaringin as a sample.
This study recognizes the role of civil servant performance in improving organizational
performance according to the goal-setting theory. The reason researchers tested this model on
civil servants was because civil servants are the spearheads of government public services.
Data collection was carried out through a survey questionnaire instrument, with 308
respondents. Researchers analyzed the data using Structural Equation Modeling (SEM) using
SMARTPLS 3.0 to test the proposed hypotheses.
In this study, to measure employee performance, the indicators used were taken from
the Regulation of the Minister of State Apparatus Utilization and Bureaucratic Reform of
Indonesia No. 30 of 2019 which consists of service orientation, integrity, commitment, work
initiative, and cooperation. Then, to measure motivational agility, the indicators used were
developed by Sherehiy and Karwowski, (2014), namely, proactive behavior, adaptive
behavior, and defensive/adaptative behavior. Next, to measure self-confidence in abilities, the
indicators used were developed from Bandura, (2006), namely, past performance, substitute
experience, verbal persuasion, and emotional cues. Finally, to measure multidimensional
leadership, the indicators used were taken from Bass and Riggio, (2006:132) and Northouse,
(2021:249), namely, charismatic, inspirational, thinking outside the box, agile processes, able
to use information technology. Being able to use information technology is the novelty of this
study.
RESULTS AND DISCUSSION
The respondents in this study were 308 civil servants. The majority of the respondents
have an undergraduate educational background (60.90%), are married, have worked for more
than 10-20 years, and are >59 years old. Respondents' responses to the civil servant
performance variable are in the high category, the highest achievement indicator is
cooperation while the lowest achievement indicator is initiative. Respondents' responses to
the motivation agility variable are in the high category, the highest achievement indicator is
proactive behavior while the lowest achievement indicator is defensive/adaptive behavior.
Multidimensional Leadership Moderates The Influence Of
Motivational Agility And Self-Confidence In Abilities On Civil Servant
Performance In West Kotawaringin, Central Kalimantan, Indonesia
Vol 2, No 10 October 2023
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Respondents' responses to the self-confidence in abilities variable are in the high category,
the highest achievement indicator is substitute experience while the lowest achievement
indicator is verbal persuasion. Respondents' responses to the multidimensional leadership
variable are in the high category, the highest achievement indicator is inspirational while the
lowest achievement indicator is thinking outside the box. The following is the research path
model:
Figure 1
Research Path Model
Source: SmartPLS 3.0
Measurement Model Analysis (Outer Model)
Convergent Validity Test
The results of the concurrent validity test of the data in this study are presented in the
following Table 1:
Table 1
Factor Loading
Variable
Indicator
Factor Loading
Employee Performance
(KP)
KP1- Service orientation
0.831
KP2- Integrity
0.823
KP3- Commitment
0.822
KP4- Work initiative
0.809
KP5- Cooperation
0.807
Motivational Agility
(KM)
KM1- Proactive Behavior
0.801
KM2- Adaptive Behavior
0.803
KM3- Defensive/adaptive Behavior
0.807
Self-confidence
On Ability
(KD)
KD1- Past performance
0.809
KD2- Substitute experience
0.811
KD3- Verbal persuasion
0.813
KD4- Emotional Cues
0.812
Leadership
Multidimensional
(KMD)
KMD1- Charismatic
0.802
KMD2- Inspirational
0.807
KMD3- Thinking outside the box
0.822
KMD4- Agile processes
0.813
KMD5- Able to use IT
0.810
Source: SmartpLS 3.0
Vol 2, No 10 October 2023
Multidimensional Leadership Moderates The Influence Of Motivational
Agility And Self-confidence in Abilities On Civil Servant Performance In
West Kotawaringin, Central Kalimantan, Indonesia
https://joss.al-makkipublisher.com/index.php/js
Based on the results of the convergent validity test in Table 1, if the factor loading value
is <0.5, it must be removed from the model then the factor loading value must be re-estimated.
By removing several factor loadings of <0.5, all indicators are used to continue the analysis
to the next stage. The convergent validity is met if all factor loadings are >0.5. Because all
factor loadings in this study are >0.5, meaning that all indicators are valid to form a variable
construct.
Discriminant Validity Test
The results of the discriminant validity test of the data in this study are presented in the
following Table 2:
Table 2
Cross Loading Values
Motivational
Agility
Multidimensional
Leadership
Self-Confidence in
Abilities
Employee
Performanc
e
KD1- Past performance
0.625
0.621
0.825
0.721
KD2- Substitute
experience
0.623
0.619
0.821
0.722
KD3- Verbal persuasion
0.622
0.620
0.835
0.718
KD4- Emotional Cues
0.620
0.622
0.854
0.717
KM1- Proactive Behavior
0.839
0.625
0.635
0.711
KM2- Adaptive Behavior
0.844
0.710
0.625
0.713
KM3- Defensive/adaptive
Behavior
0.944
0.625
0.688
0.710
KMD1- Charismatic
0.625
0.801
0.699
0.645
KMD2- Inspirational
0.635
0.821
0.681
0.655
KMD3- Thinking outside
the box
0.666
0.812
0.683
0.614
KMD4- Agile processes
0.621
0.804
0.688
0.651
KMD5- Able to use IT
0.645
0.805
0.689
0.631
KP1- Service orientation
0.644
0.656
0.699
0.811
KP2- Integrity
0.648
0.657
0.670
0.810
KP3- Commitment
0.647
0.654
0.671
0.813
KP4- Work initiative
0.649
0.655
0.675
0.810
KP5- Cooperation
0.650
0.657
0.677
0.811
Source: SmartPLS 3.0
Based on the results of the discriminant validity test in Table 2, the model has good
discriminant validity if each indicator loading value of a latent variable is greater than other
correlated variables. The cross-loading value in this study for each indicator is greater than
the other latent variables. This shows that each variable has good discriminant validity.
Construct Reliability Test
Average Variance Extracted (AVE) has a value of >0.5 and Composite Reliability (CR)
has a value of >0.7, meaning that the construct is well-built or is reliable (Hair et al., 2019).
The results of the construct reliability test of the data in this study are presented in the
following Table 3:
Multidimensional Leadership Moderates The Influence Of
Motivational Agility And Self-Confidence In Abilities On Civil Servant
Performance In West Kotawaringin, Central Kalimantan, Indonesia
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Table 3
Construct Reliability
Variable
Average Variance
Extracted (AVE)
Composite
Reliability
Employee Performance (KP)
0.858
0.883
Motivational Agility (KM)
0.815
0.809
Self-confidence in abilities (KMD)
0.813
0.810
Multidimensional Leadership
0.811
0.857
Source: SmartPLS 3.0
Structural Model Analysis (Inner Model)
Coefficient of Determination (R2)
The R-Square values in this study are presented in the following Table 4:
Table 4
R-Square
Variable
R Square
Employee Performance
0.860
Motivational Agility
-
Self-confidence in abilities
-
Multidimensional Leadership
-
Source: SmartPLS 3.0
The results of R2 of 0.67; 0.33; and 0.19 indicate that the model is "good", "moderate",
and "weak" respectively (Hair et al., 2019). Based on Table 4, the adjusted R-Square value
for the civil servant performance variable is 0.860, meaning that the percentage influence of
the motivational agility, self-confidence in abilities, and multidimensional leadership
variables is 86% and the model is categorized as good.
Predictive Relevance (Q2)
The Q2 value has the same meaning as the coefficient of determination (R-Square). A
Q Square (Q2) value of 0 indicates the model has predictive relevance; conversely, a Q2 value
of less than 0 indicates that the model has less predictive relevance; in other words, if all the
Q2 values are higher, the model can be considered more fit to the data (Hair et al., 2019). The
Q2 values in this study are presented in the following.
Q2 = 1-(1-R12)(1-R22)...(1-Rn2)
Q2 = 1-(1-0.860)
Q2 = 1-0.140
Q2 = 0.860
The calculation results show a Q2 value of 0.860, meaning that this model and the
remaining 0.140 can explain the variables studied are influenced by variables not studied.
Hypothesis Analytics
The results of hypothesis testing are presented in the following Table 5:
Vol 2, No 10 October 2023
Multidimensional Leadership Moderates The Influence Of Motivational
Agility And Self-confidence in Abilities On Civil Servant Performance In
West Kotawaringin, Central Kalimantan, Indonesia
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Table 5
Hypothesis Test Results
Original
Sample (O)
T Statistics
(|O/STDEV|
)
P
Value
information
Motivational Agility -> Employee
Performance
0.685
31.977
0.000
Accepted
Self-Confidence_in Abilities ->
Employee Performance
0.695
27.354
0.000
Accepted
Moderating Influence 1 ->
Employee Performance
0.699
30.344
0.000
Accepted
Moderating Influence 2-> Employee
Performance
0.707
25.384
0.000
Accepted
Source: SmartPLS 3.0
Hypothesis 1
The first hypothesis that reads motivational agility has a positive and significant
influence on civil servant performance is accepted because p-value <0.05 and t-statistic value
> 1.96, meaning that motivational agility influences increasing civil servant performance.
This result strengthens the goal-setting theory where civil servants who are committed to
setting goals will strive hard to achieve the goals they have set. The results of this study are
in line with studies by Abrishamkar et al., (2021); Meier (2021); Das et al., (2022); Munteanu
et al., (2020);(Sherehiy & Karwowski, 2014) Varshney and Varshney, (2020); Cetindamar et
al., (2021); Gerald et al., (2020); Kalkan and Aydın, (2020) stating that motivational agility
influences civil servant performance.
Hypothesis 2
The second hypothesis that reads self-confidence in abilities has a positive and significant
influence on civil servant performance is accepted because of p-value <0.05 and t-statistic
value > 1.96, meaning that self-confidence in abilities influences improving civil servant
performance. This result strengthens the goal-setting theory where civil servants who are
committed to setting goals will strive hard to achieve the goals they have set. The results of
this study are in line with studies by Alcaraz et al., (2020); Ma et al., (2021)(Bandura, 2006);
Kaakeh et al., (2020); Talsma et al., (2021)(Karabacak et al., 2019); Komsu and Cem, (2021);
Golsanamlou et al., (2022)(Mao et al., 2019); Nuutila et al., (2020); Asbari et al., (2021);
Redifer et al., (2021); Saleem et al., (2020); and Etherton et al., (2020) stating that self-
confidence in abilities influences civil servant performance.
Hypothesis 3
The third hypothesis that reads multidimensional leadership moderates the influence of
motivational agility on civil servant performance is accepted because p-value <0.05 and t-
statistic value > 1.96, meaning that multidimensional leadership moderates the influence of
motivational agility on civil servant performance with quasi-moderation properties. This
result strengthens the goal-setting theory where civil servants who are committed to setting
goals will strive hard to achieve the goals they have set.
Hypothesis 4
The fourth hypothesis that reads multidimensional leadership moderates the influence
of self-confidence in abilities on civil servant performance is accepted because p-value <0.05
Multidimensional Leadership Moderates The Influence Of
Motivational Agility And Self-Confidence In Abilities On Civil Servant
Performance In West Kotawaringin, Central Kalimantan, Indonesia
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and t-statistic value > 1.96, meaning that multidimensional leadership moderates the influence
of self-confidence in abilities on civil servant performance with quasi-moderation properties.
This result strengthens the goal-setting theory where civil servants who are committed to
setting goals will strive hard to achieve the goals they have set.
CONCLUSION
This study aimed to develop the goal-setting theory through a conceptual model of
motivational agility, self-confidence in abilities, and multidimensional leadership variables.
The results show that all of the four hypotheses proposed are accepted, the most effective path
in improving civil servant performance is the multidimensional leadership path on civil
servant performance because it provides the greatest total influence compared to other
relationship paths in this study. It can be concluded that this model can strengthen the goal-
setting theory. Managerially, one of the strategies for improving civil servant performance is
to strengthen the role of multidimensional leadership, for this reason, the regional government
of West Kotawaringin needs to improve multidimensional leadership by preparing training
programs to improve the leadership of regional officials. It is recommended that subsequent
studies conduct more in-depth research into motivational agility as it is still rare to find
theoretical and empirical studies on motivational agility.
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West Kotawaringin, Central Kalimantan, Indonesia
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Copyright holders:
Juni Gultom
1
, Budiyanto
2
, Suhermin
3
(2023)
First publication right:
JoSS - Journal of Social Science
This article is licensed under a Creative Commons Attribution-ShareAlike 4.0
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