Communicative Leadership, Working Environment and Employees’ Extra Role Performance ‘Providing Service’: A Case Study of South Jakarta Matahari Department Stores

Abstract

Studies examine how communicative leadership influences employees’ extra role performance, and the influence of working environment on employees’ performance in the retail industry, both of which independently and collectively are rarely discussed. Competition in retail industries is getting tougher therefore the aim of this paper is to help companies improve their employees’ extra role performance which is providing service to customers by applying good communicative leadership and behavioral / non-physical working environment.A quantitative method study was conducted to address the research statements: leader communication behaviors / communicative leadership influences employees’ behavior performance. Behavior working environment factors influence the millennial front liners’ behavior performance which is providing excellent service to customers. Communicative leadership and behavior working environment collectively influence the employees’ behavior performance. Literatures on Communicative Leadership, Working Environment, and Service Excellence were used to guide the research.The research findings are: Communicative Leadership behaviors influenced 25.1% of Employees extra role Performance. Employee Performance was 48% influenced by Behavior Working Environment. Communicative Leadership and Working Environment collectively influenced 51.2% of Employee Performance.

The case study research focuses on the influences of communicative leadership and working environment on employees’ extra role performance: providing service excellence. This quantitative research article can contribute and extend the discussion on the theory of communicative leadership, working environment, and enrich the notion of employees’ performance specifically in regard to service excellence

Keywords: Communicative Leadership, Working Environment, Employee Performance, and Service Excellence.

DOI: 10.7176/EJBM/12-20-01

Publication date:July 31^st 2020