Published: 2025-08-01
Transformational Leadership and Employee Engagement in Cooperatives: The Mediating Role of Supervisor Support and Moderating Effect of Digital Communication Skills
DOI: 10.35870/jemsi.v11i4.4636
Dinda Soleha, Muafi
- Dinda Soleha: Universitas Islam Indonesia , Indonesia
- Muafi: Universitas Islam Indonesia , Indonesia
Article Metrics
- Views 0
- Downloads 0
- Scopus Citations
- Google Scholar
- Crossref Citations
- Semantic Scholar
- DataCite Metrics
-
If the link doesn't work, copy the DOI or article title for manual search (API Maintenance).
Abstract
This study investigates the relationship between transformational leadership, supervisor support, and employee engagement in the context of Koperasi Nuansa Perkasa, Indonesia, with a focus on the mediating role of supervisor support and the moderating role of digital communication skills. Motivated by inconsistencies in prior research and the need to understand leadership dynamics within collectivist and hierarchical cultures, this study responds to the limited empirical exploration in cooperative-based organizations. Using a quantitative approach, data were collected through a survey of 182 employees and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results confirm that transformational leadership has a significant positive effect on both supervisor support (β = 0.953; t = 145.563; p < 0.001) and employee engagement (β = 0.512; t = 11.465; p < 0.001). However, supervisor support shows a significant but negative direct effect on employee engagement (β = -0.252; t = 6.070; p < 0.001), and also negatively mediates the effect of transformational leadership on engagement (β = -0.240; t = 5.922; p < 0.001). These findings suggest the existence of a suppressor effect in the structural model, where perceived support may be interpreted as control in the Indonesian organizational context. Furthermore, digital communication skills significantly moderate the relationship between supervisor support and engagement (β = 0.111; t = 9.885; p < 0.001), indicating that high communication competence enhances the effectiveness of supervisory support. The study contributes to the leadership and organizational behavior literature by highlighting the cultural sensitivity of support mechanisms and the critical role of communication in digital work environments.
Keywords
Transformational Leadership ; Supervisor Support ; Employee Engagement ; Digital Communication Skills ; Cooperative Organization
Article Metadata
Peer Review Process
This article has undergone a double-blind peer review process to ensure quality and impartiality.
Indexing Information
Discover where this journal is indexed at our indexing page to understand its reach and credibility.
Open Science Badges
This journal supports transparency in research and encourages authors to meet criteria for Open Science Badges by sharing data, materials, or preregistered studies.
How to Cite
Article Information
This article has been peer-reviewed and published in the JEMSI (Jurnal Ekonomi, Manajemen, dan Akuntansi). The content is available under the terms of the Creative Commons Attribution 4.0 International License.
-
Issue: Vol. 11 No. 4 (2025)
-
Section: Articles
-
Published: %750 %e, %2025
-
License: CC BY 4.0
-
Copyright: © 2025 Authors
-
DOI: 10.35870/jemsi.v11i4.4636
AI Research Hub
This article is indexed and available through various AI-powered research tools and citation platforms. Our AI Research Hub ensures that scholarly work is discoverable, accessible, and easily integrated into the global research ecosystem. By leveraging artificial intelligence for indexing, recommendation, and citation analysis, we enhance the visibility and impact of published research.
-
Amanda, G. T., & Ekhsan, M. (2024). Pengaruh supervisor support terhadap employee performance yang dimediasi oleh job satisfaction pada perusahaan elektronik di kawasan industri EJIP. Jurnal Manajemen Bisnis Dan Kewirausahaan, 8(4), 945–957. https://doi.org/10.24912/jmbk.v8i4.29074.
-
-
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209–223. https://doi.org/10.1108/13620430810870476.
-
-
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (0 ed.). Psychology Press. https://doi.org/10.4324/9781410617095.
-
Blau, P. M. (1964). Justice in social exchange. Sociological Inquiry, 34(2), 193–206. https://doi.org/10.1111/j.1475-682X.1964.tb00583.x.
-
Boccoli, G., Gastaldi, L., & Corso, M. (2024). Transformational leadership and work engagement in remote work settings: The moderating role of the supervisor’s digital communication skills. Leadership & Organization Development Journal, 45(7), 1240–1257. https://doi.org/10.1108/LODJ-09-2023-0490.
-
-
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389–405. https://doi.org/10.1023/A:1022991115523.
-
-
Değirmenci, E. N., Özşahin, M., & Coşkun, E. (2022, October 14). Does organizational culture moderate the relationship between leadership and innovative work behaviour? Proceedings of The 6th International Conference on Advanced Research in Business, Management and Economics, 6th International Conference on Advanced Research in Business, Management and Economics. https://doi.org/10.33422/6th.icabme.2022.10.20.
-
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565–573. https://doi.org/10.1037/0021-9010.87.3.565.
-
Erdogan, D. T., Heras, M. L., Rofcanin, Y., Bosch, M. J., & Stollberger, J. (2022). Family motivation of supervisors: Exploring the impact on subordinates’ work performance via family supportive supervisor behaviors and work–family balance satisfaction. Journal of Applied Social Psychology, 52(12), 1179–1195. https://doi.org/10.1111/jasp.12919.
-
Gang Wang, Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://doi.org/10.1177/1059601111401017.
-
García-Morales, V. J., Garrido-Moreno, A., & Martín-Rojas, R. (2021). The transformation of higher education after the COVID disruption: Emerging challenges in an online learning scenario. Frontiers in Psychology, 12, 616059. https://doi.org/10.3389/fpsyg.2021.616059.
-
Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial least squares structural equation modeling (PLS-SEM) using R: A workbook. Springer International Publishing. https://doi.org/10.1007/978-3-030-80519-7.
-
Han, J. W. (2022). A review of antecedents of employee turnover in the hospitality industry on individual, team, and organizational levels. International Hospitality Review, 36(1), 156–173. https://doi.org/10.1108/IHR-09-2020-0050.
-
Handke, L., Klonek, F., O’Neill, T. A., & Kerschreiter, R. (2022). Unpacking the role of feedback in virtual team effectiveness. Small Group Research, 53(1), 41–87. https://doi.org/10.1177/10464964211057116.
-
Herminingsih, A. (2020). Transformational leadership positive influence toward employee engagement through job satisfaction and its effect on improving organizational commitment. Jurnal Manajemen Dan Pemasaran Jasa, 13(2), 281–296. https://doi.org/10.25105/jmpj.v13i2.6290.
-
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066X.44.3.513.
-
Joo, B.-K. (Brian), & Lim, T. (2013). Transformational leadership and career satisfaction: The mediating role of psychological empowerment. Journal of Leadership & Organizational Studies, 20(3), 316–326. https://doi.org/10.1177/1548051813484359.
-
Kim, J.-K., Yang, J.-J., & Lee, Y.-K. (2023). The impact of transformational leadership on service employees in the hotel industry. Behavioral Sciences, 13(9), 731. https://doi.org/10.3390/bs13090731.
-
Leonardi, P. M., Huysman, M., & Steinfield, C. (2013). Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations. Journal of Computer-Mediated Communication, 19(1), 1–19. https://doi.org/10.1111/jcc4.12029.
-
Li, T., & Tang, N. (2022). Inclusive leadership and innovative performance: A multi-level mediation model of psychological safety. Frontiers in Psychology, 13, 934831. https://doi.org/10.3389/fpsyg.2022.934831.
-
Lukić-Nikolić, J. (2023). The impact of digital technologies on employee engagement: Case study of company “A” in Serbia. The European Journal of Applied Economics, 20(2), 29–40. https://doi.org/10.5937/EJAE20-43248.
-
-
Oghenekome Urefe, Theodore Narku Odonkor, Njideka Rita Chiekezie, & Edith Ebele Agu. (2024). Enhancing small business success through financial literacy and education. Magna Scientia Advanced Research and Reviews, 11(2), 297–315. https://doi.org/10.30574/msarr.2024.11.1.0123.
-
Perlines, F. H., Xu, W., Castillo, L. A. A., & Montes, A. A. (2022). Dynamic absorptive and innovative capabilities as determinants of family business performance. International Journal of Business Environment, 13(3), 235. https://doi.org/10.1504/IJBE.2022.123701.
-
Qalati, S. A., Zafar, Z., Fan, M., Sánchez Limón, M. L., & Khaskheli, M. B. (2022). Employee performance under transformational leadership and organizational citizenship behavior: A mediated model. Heliyon, 8(11), e11374. https://doi.org/10.1016/j.heliyon.2022.e11374.
-
Revilla, M. A., Saris, W. E., & Krosnick, J. A. (2014). Choosing the number of categories in agree–disagree scales. Sociological Methods & Research, 43(1), 73–97. https://doi.org/10.1177/0049124113509605.
-
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. https://doi.org/10.1037/0021-9010.87.4.698.
-
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825–836. https://doi.org/10.1037/0021-9010.86.5.825.
-
Roman, A. V., Van Wart, M., Wang, X., Liu, C., Kim, S., & McCarthy, A. (2019). Defining E‐leadership as competence in ICT‐mediated communications: An exploratory assessment. Public Administration Review, 79(6), 853–866. https://doi.org/10.1111/puar.12980.
-
Saif, N., Amelia, Goh, G. G. G., Rubin, A., Shaheen, I., & Murtaza, M. (2024). Influence of transformational leadership on innovative work behavior and task performance of individuals: The mediating role of knowledge sharing. Heliyon, 10(11), e32280. https://doi.org/10.1016/j.heliyon.2024.e32280.
-
Santya, I. M. M. D., & Dewi, I. G. A. M. (2022). Job satisfaction: Its mediating role in the effect of transformational leadership and organizational culture on employee performance. International Research Journal of Management, IT and Social Sciences, 9(4), 569–586. https://doi.org/10.21744/irjmis.v9n4.2118.
-
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248.
-
-
Tims, M., Bakker, A. B., & Derks, D. (2014). Daily job crafting and the self-efficacy–performance relationship. Journal of Managerial Psychology, 29(5), 490–507. https://doi.org/10.1108/JMP-05-2012-0148.
-
Ullah, M. S., Islam, M., & Ukil, M. I. (2022). Work from home during COVID-19: The role of perceived hope, intrinsic spirituality, and perceived supervisor support on job involvement. Management Matters, 19(1), 57–72. https://doi.org/10.1108/MANM-12-2021-0005.
-
Van Den Hooff, B., & De Ridder, J. A. (2004). Knowledge sharing in context: The influence of organizational commitment, communication climate, and CMC use on knowledge sharing. Journal of Knowledge Management, 8(6), 117–130. https://doi.org/10.1108/13673270410567675.
-
Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66–85. https://doi.org/10.5465/amp.2012.0088.

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Copyright Retention and Open Access License
Authors retain copyright of their work and grant the journal non-exclusive right of first publication under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
This license allows unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
2. Rights Granted Under CC BY 4.0
Under this license, readers are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercial use
- No additional restrictions — the licensor cannot revoke these freedoms as long as license terms are followed
3. Attribution Requirements
All uses must include:
- Proper citation of the original work
- Link to the Creative Commons license
- Indication if changes were made to the original work
- No suggestion that the licensor endorses the user or their use
4. Additional Distribution Rights
Authors may:
- Deposit the published version in institutional repositories
- Share through academic social networks
- Include in books, monographs, or other publications
- Post on personal or institutional websites
Requirement: All additional distributions must maintain the CC BY 4.0 license and proper attribution.
5. Self-Archiving and Pre-Print Sharing
Authors are encouraged to:
- Share pre-prints and post-prints online
- Deposit in subject-specific repositories (e.g., arXiv, bioRxiv)
- Engage in scholarly communication throughout the publication process
6. Open Access Commitment
This journal provides immediate open access to all content, supporting the global exchange of knowledge without financial, legal, or technical barriers.