Improving Human Resources Performance of The Regional Revenue Agency of West Kotawaringin District Through Transformational Leadership and Knowledge Sharing Behavior
Abstract
This study aims to test and strengthen the theoretical framework by examining the relationships among transformational leadership, knowledge sharing, and human resource performance. The research employs an explanatory research design, emphasizing hypothesis testing to explain the relationships between research variables. The data sources consist of primary data obtained through questionnaires distributed to respondents and secondary data derived from institutional documents and relevant literature. The study population includes all human resources at the Regional Revenue Agency of West Kotawaringin Regency, with a census sampling technique applied so that the entire population of 62 employees participated as respondents. Data were collected using a five-point Likert scale questionnaire, and data analysis was conducted using the Partial Least Square (PLS) method. The results indicate that transformational leadership has a positive and significant effect on human resource performance, transformational leadership has a positive and significant effect on knowledge sharing, and knowledge sharing has a positive and significant effect on human resource performance. These findings suggest that effective transformational leadership encourages knowledge-sharing practices and directly as well as indirectly enhances human resource performance. This study provides theoretical and empirical contributions to the development of leadership and human resource management studies in the public sector.
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DOI: http://dx.doi.org/10.30659/jrbi.v23i1.51527
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