Dian Ernawati, Nurul Huda, Julaiha

THE EFFECT OF DIGITAL LEADERSHIP, LEADER MEMBER EXCHANGE AND INNOVATION CAPABILITY ON EMPLOYEE PERFORMANCE AT THE REGIONAL SECRETARY'S OFFICE OF BIMA DISTRICT

Introduction

The effect of digital leadership, leader member exchange and innovation capability on employee performance at the regional secretary's office of bima district. Investigate digital leadership, leader-member exchange, and innovation capability's effect on employee performance at Bima District's Regional Secretary Office. Uncover individual and combined impacts.

Abstract

This study aims to determine the effect of Digital Leadership, Leader Member Exchange and Innovation Capability on Employee Performance. In this study, the method used is a quantitative approach method, and the instrument used is a Likert scale questionnaire . The results of this study indicate that Digital Leadership and Leader Member Exchange do not have a significant effect on Employee Performance, and Innovation Capability has a significant effect on Employee Performance. And simultaneously Digital Leadership, Leader Member Exchange and Innovation Capability have a significant effect on Employee Performance at the Bima Regency Regional Secretary's Office .

Review

The study investigates a highly relevant and timely topic concerning employee performance in the public sector, specifically examining the influence of Digital Leadership, Leader Member Exchange (LMX), and Innovation Capability at the Bima Regency Regional Secretary's Office. Employing a quantitative approach with a Likert scale questionnaire, the research aims to provide insights into factors driving performance within a regional administrative context. This focus on contemporary leadership styles and organizational capabilities within a government setting makes the study potentially valuable for both public administration theory and practice, addressing the evolving demands on public servants in an increasingly digital environment. While the study tackles an important subject, the reported findings present a critical area for clarification. The abstract states that Digital Leadership and LMX *do not* have a significant individual effect on Employee Performance, while Innovation Capability *does*. However, it subsequently concludes that *simultaneously*, all three variables (Digital Leadership, LMX, and Innovation Capability) *do* have a significant effect on Employee Performance. This apparent contradiction—where individual components are not significant but their collective impact is—requires more detailed explanation regarding the specific statistical methodology employed. Without further context on the analytical approach (e.g., standard multiple regression, hierarchical regression, or potential multicollinearity) and details like sample size, it is challenging to fully interpret the nuanced nature of these distinct outcomes. To strengthen the contribution of this work, it is recommended that the full paper meticulously elaborate on the statistical analysis to resolve the discrepancy between individual and simultaneous effects. A detailed discussion of the theoretical implications of these findings, particularly why Digital Leadership and LMX might not individually register as significant predictors in this specific context yet contribute to a significant collective model, would be highly beneficial. Furthermore, exploring potential moderating or mediating variables that could explain these relationships, or discussing the specific characteristics of the Bima Regency office that might lead to such outcomes, would enrich the study. Future research could expand upon these findings by replicating the study in other public sector organizations or different cultural contexts to enhance generalizability and further explore the nuanced interplay between digital leadership, LMX, innovation, and employee performance.

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