The Influence of Situational Leadership on Organizational Performance Through Organizational Change in The Hospitality Industry in Southern Kalimantan Dewi Damayanti Said, Boge Triatmanto, Sunardi
Student at Universitas Merdeka Malang
Post Graduate, Universitas Merdeka Malang
Post Graduate, Universitas Merdeka Malang
Abstract
Abstract, This study aims to investigate the influence of situational leadership, organizational change, and organizational performance in the hospitality industry. This research was conducted to strengthen contingency theory. Researchers have not found that situational leadership has an effect on organizational change and organizational performance. This study places organizational change as a mediating variable to ensure that in situations of rapid environmental change, organizations are still able to perform well by applying the right leadership. The population in this study was 3 and 4 star hotel management in South Kalimantan Province, totaling 222. The data collection method was a census to ensure the adequacy of the unit of analysis. The data analysis technique uses SEM Amos to jointly analyze the influence of situational leadership and organizational change on performance. The results of this study found that empirically, the leadership^s ability to give orders to hotel employees is the most decisive attitude in situational leadership, especially in terms of supervising its members in the settlement process. task. Readiness to change as a belief and attitude that must be carried out has the highest contribution value in organizational change. From the perspective of organizational performance at star hotels in South Kalimantan, the most decisive indicator is positive feedback from hotel guests regarding the product or service experience used. Organizational change is able to mediate the influence of situational leadership on organizational performance.
