The role of disruption in the impact of multiple leadership styles on bank performance: evidence from Indonesia

Abstract

This study aims to explore the role of multiple leadership styles in bank performance, with disruption as a moderator in Indonesia. The study uses a probability sampling technique with random sampling types. The main data source was the distribution of questionnaires. 300 bank employees were targeted, and 450 data inputs were received upon completion of the survey. The data were processed using Structural Equation Modelling (SEM) with Partial Least Square Structural Software. The data analysis obtained a construct and discriminant validity value of 0.7 and achieved an R-Square of 0.743. The results of this study showed that multiple leadership styles, consisting of transformational leadership style, ethical leadership style, and servant leadership style, influence bank performance (P-Value 0.000). Disruption also influences bank performance (P-Values 0.000); however, disruption does not moderate the influence of leadership styles on bank performance (P-Value 0.993). This study emphasizes the importance of multiple leadership styles that combine transformational leadership style, ethical leadership style, and servant leadership style in managing banking business performance. This study significantly contributes to leadership development initiatives in the dynamic Indonesian banking industry and offers future research directions. AcknowledgmentWe thank all respondents that participated in the survey. Data availability can be found in https://bitly.cx/uuN0l

Keywords

• bank employees
• bank performance
• disruption
• e-leadership
• ethical leadership
• perceptions