Agile Leadership: Empowering Teams for Peak Performance

Abstract

Human resources (HR) play a pivotal role in the development of any country and are indispensable for the success of businesses. Effective leadership is crucial in motivating employees to actively engage in company operations and fostering productive teamwork over the long term. Excessive work stress can lead to adverse outcomes such as decreased performance, higher absenteeism rates, and compromised mental and physical health. Ineffective leadership is often cited as a contributing factor to workplace stress. Furthermore, job dissatisfaction can exacerbate stress levels, leading to reduced motivation and performance. This study aims to identify specific factors contributing to workplace stress, job satisfaction, leadership effectiveness, and performance. A quantitative research approach was employed, utilizing a survey distributed to a population of 1800 employees at Open University, with a sample size of 200 respondents. The survey utilized a questionnaire with five-point Likert scales. Data analysis was conducted using Structural Equation Modeling Partial Least Squares (SEM PLS) techniques. The findings of the research indicate that the influence of agile leadership on performance is negligible, with an F Square value of less than 2, suggesting minimal to no effect (below 0.14). Conversely, job satisfaction significantly and positively impacts performance, demonstrating a stronger influence compared to other variables. Agile leadership was found to have a significant and relatively substantial effect on work stress. Additionally, work stress was found to significantly influence job satisfaction, with a coefficient of 0.915, indicating a strong positive relationship between the two variables.