The Influence of Effective Leadership on the Transparency of Employee Education and Training Programs at PT Integritas Perkasa Konstruksi Jakarta
Abstract
This study examines the influence of effective leadership on the transparency of employee education and training programs at PT Integritas Perkasa Konstruksi Jakarta. Effective leadership is increasingly important in human resource management because leaders play a central role in determining how employee development programs are planned, communicated, implemented, and evaluated. Transparency in education and training programs is essential to ensure that employees receive clear and equitable information regarding training objectives, needs assessment, participant selection, schedules, implementation procedures, resource allocation, evaluation, and expected outcomes. This study is based on the assumption that effective leadership, characterized by clear communication, ethical behavior, fair decision-making, employee motivation, participation, accountability, and commitment to employee development, can strengthen transparency in training management. The study employs a quantitative approach to analyze the relationship between effective leadership as the independent variable and transparency of employee education and training programs as the dependent variable. The findings are expected to demonstrate that effective leadership has a positive influence on training transparency by reducing information asymmetry, strengthening employee trust, promoting fairness, and ensuring that training opportunities are aligned with employee competencies and organizational objectives. The study contributes theoretically by strengthening the understanding of the relationship between leadership effectiveness and transparency in human resource development, while practically it provides recommendations for PT Integritas Perkasa Konstruksi Jakarta to improve communication, accountability, fairness, employee participation, and systematic evaluation in managing education and training programs. Ultimately, effective leadership and transparent training management are expected to support employee competency development, organizational trust, accountability, and sustainable organizational performance
References
Andersson, I., Buch, R., & Kuvaas, B. (2020). A literature review of social and economic leader-member exchange. Frontiers in Psychology, 11, 1474. https://doi.org/10.3389/fpsyg.2020.01474
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2021). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 32(2), 101462. https://doi.org/10.1016/j.leaqua.2020.101462
Garavan, T. N., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M., & Carbery, R. (2021). Training and organisational performance: A meta-analysis of temporal, institutional and organisational context moderators. Human Resource Management Journal, 31(1), 93–119. https://doi.org/10.1111/1748-8583.12284
Garavan, T. N., McCarthy, A., Lai, Y., Clarke, N., Carbery, R., Gubbins, C., Sheehan, M., & Saunders, M. N. K. (2021). Putting the system back into training and firm performance research: A review and research agenda. Human Resource Management Journal, 31(4), 870–903. https://doi.org/10.1111/1748-8583.12337
Gierlich-Joas, M., Hess, T., & Neuburger, R. (2020). More self-organization, more control—or even both? Inverse transparency as a digital leadership concept. Business Research, 13(3), 921–947. https://doi.org/10.1007/s40685-020-00130-0
Guo, K. (2022). The relationship between ethical leadership and employee job satisfaction: The mediating role of media richness and perceived organizational transparency. Frontiers in Psychology, 13, 885515. https://doi.org/10.3389/fpsyg.2022.885515
Handayani, W. P. P., Pitoyo, D. J., & Harsono, M. (2020). The relationship between training and development strategies, employee performance, and organizational performance. Sebelas Maret Business Review, 5(2), 56–63. https://doi.org/10.20961/smbr.v5i2.46122
Jacobsen, C. B., Andersen, L. B., Bøllingtoft, A., & Eriksen, T. L. M. (2022). Can leadership training improve organizational effectiveness? Evidence from a randomized field experiment on transformational and transactional leadership. Public Administration Review, 82(1), 117–131. https://doi.org/10.1111/puar.13356
Lantu, D. C., Labdhagati, H., Razanaufal, M. W., & Sumarli, F. D. (2021). Was the training effective? Evaluation of managers’ behavior after a leader development program in Indonesia’s best corporate university. International Journal of Training Research, 19(1), 77–92. https://doi.org/10.1080/14480220.2020.1864446
Malik, M., Mahmood, F., Sarwar, N., Obaid, A., Memon, M. A., & Khaskheli, A. (2022). Ethical leadership: Exploring bottom-line mentality and trust perceptions of employees on middle-level managers. Current Psychology, 42, 16602–16617. https://doi.org/10.1007/s12144-022-02925-2
Men, L. R., Qin, Y. S., & Jin, J. (2022). Fostering employee trust via effective supervisory communication during the COVID-19 pandemic: Through the lens of motivating language theory. International Journal of Business Communication, 59(2), 193–218. https://doi.org/10.1177/23294884211020491
Nielsen, K., Tafvelin, S., von Thiele Schwarz, U., & Hasson, H. (2022). In the eye of the beholder: How self-other agreements influence leadership training outcomes as perceived by leaders and their followers. Journal of Business and Psychology, 37, 73–90. https://doi.org/10.1007/s10869-020-09730-3
Uslu, D., Marcus, J., & Kisbu-Sakarya, Y. (2022). Toward optimized effectiveness of employee training programs: A meta-analysis. Journal of Personnel Psychology, 21(2), 49–65. https://doi.org/10.1027/1866-5888/a000290
Contact Person +6282139474255
Email : ijevss@citakonsultindo.or.id / editor.ijevss@gmail.com
