ANTESEDEN ADAPTIVE PERFORMANCE KARYAWAN GEN Z INDUSTRI PERBANKAN SWASTA DI JAKARTA SELATAN

Authors

Indrayani Nur Aini Fakultas Ekonoomi Bisnis, Universitas Trisakti Jakarta, Indonesia
Netania Emilisa Universitas Trisakti
Aulia Rahma Universitas Trisakti
Amanda Cantika Putri Efendhi Universitas Trisakti
Nur Azhimarrofia Universitas Trisakti

DOI:

Keywords:

Kepemimpinan Etis, Kepemimpinan Otoriter, Job Crafting, Kinerja Adaptif, Perbankan Swasta.

Abstract

The rapid digital transformation in recent years has changed the way people live and work, and has impacted businesses and organizations across every industry. In the private banking industry, Generation Z employees play a crucial role in ensuring service quality, operational accuracy, and smooth work processes. Therefore, it is crucial for every employee to strive to improve their adaptive capabilities. This study examines how Ethical Leadership and Despotic Leadership are influenced by Job Crafting in shaping Adaptive Performance. There were 150 responses to the survey. Instrumental tests such as validity and reliability, as well as hypothesis testing with SEM analysis using the AMOS program, were used to analyze this research. To ensure the validity and dependability of the instrument, this study examined the perceptions of Generation Z employees in private banks in South Jakarta. The findings indicate that Ethical Leadership and Job Crafting have a positive effect on Adaptive Performance, while Despotic Leadership has a negative effect. In addition, Job Crafting acts as a partial mediator in the relationship between Ethical Leadership and Adaptive Performance and as a full mediator in the relationship between Despotic Leadership and Adaptive Performance.

References

Aamoum, H., & Nejjari, Z. (2020). The Organizational Citizenship Behavior Impact on the Adaptive Performance of Moroccan Employees. In International Journal of Organizational Leadership (Vol. 9).

Abuzaid Ahmad Nasser Abuzaid, M. Y. G. , S. M. M. and M. M. A. (2024). admsci-14-00191 (3). https://doi.org/https://doi.org/10.3390/admsci14090191

Afsar, B., & Umrani, W. A. (2020). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402–428. https://doi.org/10.1108/EJIM-12-2018-0257

Albashiti, B., Hamid, Z., & Aboramadan, M. (2021). Fire in the belly: the impact of Despotic Leadership on employees work-related outcomes in the hospitality setting. International Journal of Contemporary Hospitality Management, 33(10), 3564–3584. https://doi.org/10.1108/IJCHM-03-2021-0394

Arum, L. S., Zahrani, A., & Duha, N. A. (2023). KARAKTERISTIK GENERASI Z DAN KESIAPANNYA DALAM MENGHADAPI BONUS DEMOGRAFI 2030. In Accounting Student Research Journal (Vol. 2, Issue 1).

Aura Maulitha Jatira, Meilani Auliarahma, & Andre Nurman Lelo. (2025). Peran Sumber Daya Manusia dalam Meningkatkan Kinerja Operasional Bank Konvensional. JURNAL MANAJEMEN DAN BISNIS EKONOMI, 3(4), 55–65. https://doi.org/10.54066/jmbe-itb.v3i4.3576

Bashir, M., Hameed, A., Bari, M. W., & Ullah, R. (2021). The Impact of Age-Diverse Workforce on Organization Performance: Mediating Role of Job Crafting. SAGE Open, 11(1). https://doi.org/10.1177/2158244021999058

Bonini, A., Panari, C., Caricati, L., & Mariani, M. G. (2024). The relationship between leadership and Adaptive Performance: A systematic review and meta-analysis. PLoS ONE, 19(10 October). https://doi.org/10.1371/journal.pone.0304720

Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical Leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002

Cheng, B., Chen, M., & Dong, Y. (2025). To be adaptive or not? Investigating when and how illegitimate tasks promote versus inhibit employee Adaptive Performance. Personnel Review, 54(2), 515–537. https://doi.org/10.1108/PR-06-2024-0583

Cooksey, R. W. (2020). Descriptive Statistics for Summarising Data. In Illustrating Statistical Procedures: Finding Meaning in Quantitative Data (pp. 61–139). Springer Singapore. https://doi.org/10.1007/978-981-15-2537-7_5

De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and Despotic Leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. Leadership Quarterly, 19(3), 297–311. https://doi.org/10.1016/j.leaqua.2008.03.002

Doni Aloisius Kristian. (2024). BAB II TINJAUAN PUSTAKA 2.1 Organizational Citizenship Behavior (OCB) 2.1.1 Definisi OCB. https://repository.uajy.ac.id/id/eprint/32514

Emilisa, N., Divanissa, V., & Maulidia, R. (2024). Analisis Pengaruh Ethical Leadership dan Trust in Leader terhadap Turnover Intention dengan mediasi Work Engagement pada Karyawan Abhimata Citra Abadi di Jakarta. EKOMA: Jurnal Ekonomi, Manajemen, Akuntansi, 3(6).

Emilisa, N., Yudhaputri, A., Dewi, I. K., & Lunarindiah, G. (2020). The Impact of Job Demands and Job Resources to Work Engagement and Job Stress Mediated by Job Crafting: A Study from Event Organizer’s Employees. International Journal of Advanced Science and Technology, 29(05), 558. http://sersc.org/journals/index.php/IJAST/indexURLARTIKELhttp://sersc.org/journals/index.php/IJAST/article/view/9581

Fan, C., Dong, T., & Wang, J. (2024). Exploring the Impact of After-Hours Work Connectivity on Employee Performance: Insights from a Job Crafting Perspective. Behavioral Sciences, 14(11). https://doi.org/10.3390/bs14111078

Fuller, L. J. P. (2021). Foundational Leadership Theory: The Inward and Outward Approach to Examine Ethical Decision-Making. Open Journal of Leadership, 10(02), 79–94. https://doi.org/10.4236/ojl.2021.102006

Ghanem Atalla, A. D., Hafez, D., Badr, H., Felemban, O., Mahsoon, A., & Mahmoud Elseesy, N. A. (2024). When Leaders and Followers Match: Unveiling the Nexus Between Despotic Leadership, Supervisor–Employee Value Congruence, and Organizational Deviance—Evidence From Egypt. SAGE Open Nursing, 10. https://doi.org/10.1177/23779608241293670

Ghufran Ali Khan, H., Ul Ain, Q., Ghufran Ali, H., Ghufran Ali KHAN, H., Ahmed, I., Ul AIN, Q., Mumtaz, R., & Ikram, M. (2022). The Relationship Between Despotic Leadership and Employee Outcomes: An Empirical Study from Pakistan. Memoona IKRAM / Journal of Asian Finance, 9(6), 331–0341. https://doi.org/10.13106/jafeb.2022.vol9.no6.0331

Ghuslan, M. I., Jaffar, R., Saleh, N. M., & Yaacob, M. H. (2021). Corporate governance and corporate reputation: The role of environmental and social reporting quality. Sustainability (Switzerland), 13(18). https://doi.org/10.3390/su131810452

Gorostiaga, A., Balluerka, N., & Rodríguez-López, A. (2022). Assessment of Adaptive Performance and its Role as a Moderator of the Relationship Between Person-Organization Fit and Organizational Citizenship Behaviors. Psicothema, 34(1), 84–94. https://doi.org/10.7334/psicothema2021.310

Hair, J. F., Howard, M. C., & Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109, 101–110. https://doi.org/10.1016/j.jbusres.2019.11.069

Hamid, Z. (2025a). Ruling with an iron fist: the impact of Despotic Leadership on affective commitment through trust in leader and voice climate. Evidence-Based HRM. https://doi.org/10.1108/EBHRM-02-2025-0073

Hamid, Z. (2025b). The effects of servant leadership and Despotic Leadership on employees’ happiness at work (HAW): the role of Job Crafting. Asia-Pacific Journal of Business Administration, 17(1), 23–45. https://doi.org/10.1108/APJBA-07-2023-0344

Jundt, D. K., Shoss, M. K., & Huang, J. L. (2015). Individual Adaptive Performance in organizations: A review. Journal of Organizational Behavior, 36(S1), S53–S71. https://doi.org/10.1002/job.1955

Kamilah, M., Mamduh, U., Damayanti, I. A., & Anshori, M. I. (2023). Ethical Leadership: Literature Study. Indonesian Journal of Contemporary Multidisciplinary Research, 2(4), 655–680. https://doi.org/10.55927/modern.v2i4.4753

Katircioglu, S., Arasli, H., & Cizreliogullari, M. N. (2022). The Role of Ethical Leadership in Psychological Capital and Job Satisfaction of Immigrant Workers: Evidence From the Hotel Industry of Cyprus. SAGE Open, 12(3). https://doi.org/10.1177/21582440211069959

Katsaros, K. K. (2024). Gen Z Employee Adaptive Performance: The Role of Inclusive Leadership and Workplace Happiness. Administrative Sciences, 14(8). https://doi.org/10.3390/admsci14080163

Kaya, B., & Karatepe, O. M. (2020). Does servant leadership better explain work engagement, career satisfaction and Adaptive Performance than authentic leadership? International Journal of Contemporary Hospitality Management, 32(6), 2075–2095. https://doi.org/10.1108/IJCHM-05-2019-0438

Khizar, H. M. U., Tareen, A. K., Mohelska, H., Arif, F., Hanaysha, J. R., & Akhtar, U. (2023). Bad bosses and despotism at workplace: A systematic review of the Despotic Leadership literature. In Heliyon (Vol. 9, Issue 9). Elsevier Ltd. https://doi.org/10.1016/j.heliyon.2023.e19535

Kim, S. S., & Yoon, D. Y. (2025). Impact of empowering leadership on Adaptive Performance in hybrid work: a serial mediation effect of knowledge sharing and employee agility. Frontiers in Psychology, 16. https://doi.org/10.3389/fpsyg.2025.1448820

Lazazzara, A., Tims, M., & de Gennaro, D. (2020). The process of reinventing a job: A meta–synthesis of qualitative Job Crafting research. Journal of Vocational Behavior, 116. https://doi.org/10.1016/j.jvb.2019.01.001

Li, N., & Ding, M. (2022). The Influence of Paradoxical Leadership on Adaptive Performance of New-Generation Employees in the Post-Pandemic Era: The Role of Harmonious Work Passion and Core Self-Evaluation. Sustainability (Switzerland), 14(21). https://doi.org/10.3390/su142114647

Maharani, E., Nasution, J., & Wicaksono, B. (n.d.). Adaptasi dan Validitas Konstruk Adaptive Performance Scale (APS) di Indonesia. https://jip.fk.unand.ac.id

Mahdi, & Slim. (2023). THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT IN ACHIEVING COMPETITIVE ADVANTAGE (None (Original English article), Trans.). European Journal of Research Development and Sustainability, Vol. 4 No 09, 129–138. https://www.scholarzest.com

Mäkikangas, A., Aunola, K., Seppälä, P., & Hakanen, J. (2016). Work engagement–team performance relationship: shared Job Crafting as a moderator. Journal of Occupational and Organizational Psychology, 89(4), 772–790. https://doi.org/10.1111/joop.12154

Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of Organizational Behavior, 2(2), 99–113. https://doi.org/10.1002/job.4030020205

Mehmood, S., Husin, N. S., & Aziz, A. (2023). Do Despotic Leadership and workplace incivility predict turnover intention: A mediation by work-family conflict? Journal of Intercultural Communication, 23(2), 120–135. https://doi.org/10.36923/jicc.v23i2.238

Mergen, V., Sartoretti, T., Baer-Beck, M., Schmidt, B., Petersilka, M., Wildberger, J. E., Euler, A., Eberhard, M., & Alkadhi, H. (2022). Ultra-High-Resolution Coronary CT Angiography with Photon-Counting Detector CT: Feasibility and Image Characterization. Investigative Radiology, 57(12), 780–788. https://doi.org/10.1097/RLI.0000000000000897

Nabila, D., & Emilisa, N. (2024). The Effect of Servant Leadership and Despotic Leadership on Task Performance through Job Crafting. The Management Journal of Binaniaga, 9(02), 211–228. https://doi.org/10.33062/mjb.v9i02.76

Nauman, S., Fatima, T., & Haq, I. U. (2018). Does Despotic Leadership harm employee family life: Exploring the effects of emotional exhaustion and anxiety. Frontiers in Psychology, 9(MAY). https://doi.org/10.3389/fpsyg.2018.00601

Nazarian, A., Ranjbaran, A., Afifi, M., Atkinson, P., & Sadeghilar, N. (2024). Cross-cultural examination of effects of Ethical Leadership of independent hotels based on Social Exchange Theory. International Journal of Cross Cultural Management, 24(3), 463–484. https://doi.org/10.1177/14705958241270817

Netania Emilisa, Nico Lukito, Sarah Rizkika Ifa Muna, & Dietce Apriani. (2024). Job Crafting Dimensions – Literature and Reference Compilation.

Netania Emilisa, Saefuddin, M. F., & Dharmawan, R. P. (2024). PENGARUH ETHICAL� LEADERSHIP, DESPOTIC LEADERSHIP, NARCISSISTIC LEADERSHIP, AFFECTIVE COMMITMENT TERHADAP TURNOVER INTENTION PADA KARYAWAN PT. ELANG PANGAREP INDONESIA. https://jurnal.ubs-usg.ac.id/index.php/joeb/article/download/858/1052

Netania emilisa, Salsabilla, A., Reza Puspita Sari, A., Bayu Saputra, G., & Apriyani, D. (2025). Metode Pengambilan Sampel: Penerapan Purposive Sampling dalam Penelitian (english & indonesia, Trans.).

Nguyen, P. N. D., Pham, K. T. N., Duong, C. H., Giang, T. T., Nguyen, Y. L. D., & Nguyen, H. H. (2025). New ways of working dynamics post-COVID-19: E-leadership and Adaptive Performance in an emerging economy. European Journal of Innovation Management. https://doi.org/10.1108/EJIM-02-2025-0136

Özbağ, G. K. (2016). The Role of Personality in Leadership: Five Factor Personality Traits and Ethical Leadership. Procedia - Social and Behavioral Sciences, 235, 235–242. https://doi.org/10.1016/j.sbspro.2016.11.019

Paul F. Bruning, & Michael A. Campion. (2018). A Role–Resource Approach–Avoidance Model of Job Crafting: A Multimethod Integration and Extension of Job Crafting Theory. 61(2), 499–522. https://doi.org/10.5465/amj.2015.0604

Pertiwi, S., Lubis, A. N., & Absah, Y. (2021). The Influence of Service Failure and Service Recovery towards Customer Loyalty of Firstmedia Service Users with Customer Trust as an Intervening Variable. International Journal of Research and Review (Ijrrjournal.Com), 8, 1.

Popaitoon, S., Mumi, A., Popaitoon, P., & Li, X. (2025). The roles of Job Crafting, person-job fit and work engagement: new generation employees towards entrepreneurial intention. Asia-Pacific Journal of Business Administration, 1–20. https://doi.org/10.1108/APJBA-03-2025-0154

Raza, M. A., Imran, M., & Hadi, N. U. (2024). Impact of Despotic Leadership on Workplace Incivility: Serial Mediation of Stress and Emotional Exhaustion. https://doi.org/2010.37

Raza, M. A., Imran, M., Pervaiz, U., & Khan, M. J. (2024). How leader’s psychological entitlement leads to Despotic Leadership causing employee-instigated workplace incivility: mediation of emotional exhaustion and moderation of Islamic work ethics. Journal of Islamic Accounting and Business Research. https://doi.org/10.1108/JIABR-01-2024-0002

Rudolph et al. (2017). JOB CRAFTING META-ANALYSIS 1 Job Crafting: A Meta-Analysis of Relationships with Individual Differences, Job Characteristics, and Work Outcomes Recommended Citation.

Shakeel, F. (n.d.). Ethical Leadership: a broader definition, conceptualization and measurement scale. https://hdl.handle.net/2066/237939

Sharma, A., Agrawal, R., & Khandelwal, U. (2019). Developing Ethical Leadership for business organizations: A conceptual model of its antecedents and consequences. Leadership and Organization Development Journal, 40(6), 712–734. https://doi.org/10.1108/LODJ-10-2018-0367

Sun, L., & Li, H. (2025). The Impact of Job Crafting on Employees’ Adaptive Performance: A Context of Digital Transformation (pp. 436–443). https://doi.org/10.2991/978-94-6463-770-0_50

Taherdoost, H. (2022). Designing a Questionnaire for a Research Paper: A Comprehensive Guide to Design and Develop an Effective Questionnaire. Asian Journal of Managerial Science, 11(1), 8–16. https://doi.org/10.51983/ajms-2022.11.1.3087

Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the Job Crafting scale. Journal of Vocational Behavior, 80(1), 173–186. https://doi.org/10.1016/j.jvb.2011.05.009

Tims, M., Derks, D., & Bakker, A. B. (2016). Job Crafting and its relationships with person-job fit and meaningfulness: A three-wave study. Journal of Vocational Behavior, 92, 44–53. https://doi.org/10.1016/j.jvb.2015.11.007

Utami, A. R., & Ardiyanti, N. (2023). Servant Leadership’s Impact on Adaptive Performance in Indonesian Tech Companies: How Work Engagement and Trust in Leaders Play a Role. The Asian Journal of Technology Management (AJTM), 16(2), 109–120. https://doi.org/10.12695/ajtm.2023.16.2.3

Vakola, M., Xanthopoulou, D., & Demerouti, E. (2023). Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics. Journal of Applied Behavioral Science, 59(2), 232–261. https://doi.org/10.1177/00218863221133622

Wang, H. J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and Job Crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195. https://doi.org/10.1016/j.jvb.2017.03.009

Wrzesniewski, A., & Dutton, J. E. (2001). CRAFTING A JOB: REVISIONING EMPLOYEES AS ACTIVE CRAFTERS OF THEIR WORK. In ® Academy of Managemeni Review (Vol. 26, Issue 2).

Xu, Z., Chin, T., & Cao, L. (2020). Crafting jobs for sustaining careers during china’s manufacturing digitalization. Sustainability (Switzerland), 12(5). https://doi.org/10.3390/su12052041

Zhou, X., Rasool, S. F., Yang, J., & Asghar, M. Z. (2021). Exploring the relationship between Despotic Leadership and job satisfaction: The role of self efficacy and leader–member exchange. International Journal of Environmental Research and Public Health, 18(10). https://doi.org/10.3390/ijerph18105307

Zia, M. Q., Ramish, M. S., Mushtaq, I., Fasih, S. T., & Naveed, M. (2024). Abusive, arrogant and exploitative? Linking Despotic Leadership and Adaptive Performance: the role of Islamic work ethics. Leadership and Organization Development Journal, 45(7), 1258–1280. https://doi.org/10.1108/LODJ-11-2023-0635

Zia, M. Q., Saraih, U. N., Ramish, M. S., Faisal, A., & Naveed, M. (2025). Proactive, trustworthy and adaptable? Linking Ethical Leadership and Adaptive Performance through sequential mediation of trust in leaders and Job Crafting. Journal of Hospitality and Tourism Insights, 8(6), 2400–2417. https://doi.org/10.1108/JHTI-09-2024-0956