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PUBLIC: Journal of Human Resource Management, Administration and Public Service

College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020

EFFECT OF EMPOWERMENT LEADERSHIP ON PERFORMANCE AND

WORK-HOME BALANCE IN THE NCOVID-19 PANDEMIC

Larasati Ahluwalia1, Kemala Praise2

12Indonesian Technocrat University
larasati.ahluwalia@teknokrat.ac.id 1; kemala. Puji@teknokrat.ac.id 2

ABSTRACT
The outbreak of the COVID-19 pandemic in Indonesia since mid-March 2020,
has forced many sectors to work from home. It is feared that changes in the
work environment will affect employee performance. The house that has been
considered as a place to unwind from work has turned into a work area. In
order to avoid a decrease in the work-home balance and employee
performance, the organization must adapt to its leadership style. Leadership
style is believed to be an effective way to determine organizational
performance, leadership is also expected to be a positive influence for work-
home balance. Empowerment leadership with its flexible characteristics is seen
as suitable to be applied during the current pandemic.1) and employee
performance (Y2). The results of this study indicate that empowerment
leadership has a positive and significant effect on both work-home balance (p-
value = 0.04 and = 0.14) and employee performance (p-value<.01 and =0.58).
Empowerment leadership gives employees confidence in their abilities at work,
with confidence employees will feel effective, because their various roles run
well. Furthermore, empowerment leadership is able to improve employee
performance because of the provision of job autonomy, which makes it easier
for employees to complete tasks at work.

Keywords: Empowerment Leadership, Work-Home Balance, Employee

Performance, nCOVID-19 Pandemic.

ABSTRACT
The outbreak of the nCOVID-19 pandemic in Indonesia since mid-March 2020, has left many to work from
home. It is feared that a change in the work environment will affect employee performance. The house
that has been transformed into a work area. In order to cause a decrease in the work-home balance and
employee performance, the organization must adapt its leadership style. Leadership style as an effective
way to determine organizational performance, leadership is also expected to be a positive influence for
work-home balance. Empowering leadership with a flexible statement is suitable to be applied in the
current pandemic. This study aims to analyze the effect of empowering leadership (X) on work-home
balance (Y1) and employee performance (Y2). The results of this study indicate that

Larasati Ahluwalia, Cs: Empowerment Leadership Effect …. Page 120

 PUBLIC: Journal of Human Resource Management, Administration and Public Service
College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020

empowering leadership has a positive and significant effect both on homework balance (p-value = 0.04 and
= 0.14) and employee performance (p-value <, 01 and = 0.58). . Empowering leadership gives employees
confidence in their abilities at work, with confidence that employees will feel effective, because their
various roles are running well. Furthermore, empowering leadership is able to improve employee
performance because it offers job autonomy, which makes it easier for employees to complete tasks at
work.
Keywords: Empowering Leadership, Work-Life Balance, Employee Performance, nCOVID-19
Pandemic.

INTRODUCTION from House could reduce

The outbreak of the nCOVID-19
virus in Indonesia since mid-March
2020 has forced offices, institutions
and industries to adapt to the
situation. Offices, institutions, and
industry are adjusting to work from
home regulations (work from home)
in accordance with government
recommendations. Working from
home is a luxury that cannot be
owned by every worker. Lecturers,
teachers, office workers, and state
civil servants are examples of jobs
that get this luxury. With advanced
technology, workers can easily
perform individual or team work
from home. Working from home
which has been considered to
improve balance
homework
receive intervention from home.
This intervention is in the form of
other family members who also
work or attend school from home
direct supervision from the leader,
which can be used as a gap to decrease
employee productivity.
In a crisis like this, leaders need
to be more extravagant, such as
providing more detailed explanations
regarding job expectations and
performance standards while working
from home (Sumpter & Zanhour,
2020). Crisis leadership competence is
needed to face this condition. Aamodt
(2016) stated productivity
organization influenced by
leadership in the organization.
Therefore, organizations should
know what kind of leadership can be
applied today. Manz & Sims Jr.,
(2010) regard Empowerment
Leadership as “Super Leadership”,
which means the individual directs
himself. The term “Super
Leadership” can also be called
guided participation (guided
participation), where
leader help his subordinates

because of this pandemic. Working in making their own decisions

from home is a challenge for regarding their work (Amundsen &
employees because of problems, Martinsen, 2014). In addition,
such as difficulties
communicate and empowering leadership can help
decrease productivity. Work increase trust

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 PUBLIC: Journal of Human Resource Management, Administration and Public Service
College of Administrative Sciences Bina Taruna Gorontalo
subordinates for their work,
furthermore with the existence of
empowering leadership can help
subordinates find the meaning of
work for themselves (Amundsen &
Martinsen, 2014). Wisittigars and
Siengthai (2019) explain that there
are still not many studies that
discuss the characteristics of crisis
leadership, especially crises caused
by natural disasters. The
characteristics of crisis leadership
described by Wisittigars and
Siengthai (2019) include
senseofurgency,emotional intelligence,
problem solving skills, and
communication. There is a number of
common characteristics leadership
crisis with the characteristics of
empowering leadership, including:
give delegation,
inspire, provide moral support, and
provide guidance to their
subordinates (Amundsen &
Martinsen, 2014).
Ahearne et al. (2005) more
carry on describe leadership
empowerment have some
characteristics that are in accordance
with the current crisis situation,
including increasing the meaning of
work (enhancing the meaningfulness of
work), encourage participation in
decision making (fostering participation
in decision making), indicating
confidence in high performance (
expressing confidence in high
performance), and provide autonomy
Larasati Ahluwalia, Cs: Empowerment Leadership Effect ….
Volume VII Number 2 2020
from bureaucratic barriers (
providing autonomy from
bureaucratic constraints).
Performance is defined by
Borman and Motowildo (1993) in
Viswesvaran and Ones (2000) as an
individual's proficiency in carrying out
activities that are recognized as part of
their work, these activities contribute to
the technical core of the organization
either directly (implementing
technological processes) or indirectly
( provide the required materials or
services). Koopmans et al. (2014)
explained that there are three types of
subordinate performance, namely task
performance (task performance),
contextual performance (contextual
performance), and work counterproductive
behavior
(counterproductive work behavior).
Sharma and Kirkman (2015) and Lee et
al. (2018) argues that the lack of a strong
employee performance relationship is due
to contextual factors that play an important
role in determining performance results.
The results of employee performance will
represent the performance of the
organization. The period of working from
home due to the current pandemic is very
important for organizations to ensure
employees continue to perform well, so that
the organization is able to survive through
this difficult time together with all its
employees.
Leadership empowerment
that have various supporting characteristics
during a crisis are expected to have an
influence on performance,
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College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020

as well as balance homework and significantly on the work-

employee.Characteristics leadership home balance?
empowerment Among other 2. Is leadership
delegate tasks and power, provide empowerment take effect positive
work autonomy, training, and and on employee performance?
important information to
Based on the formula problem
subordinates (Zhang & Bartol, 2010,
the hypothesis formed in this study
Sharma & Kirkman, 2015; Kim et al.,
are:
2018). Delegating tasks given by the
leader will create creative H 1: Empowerment Leadership
employees, besides that has a positive and significant
subordinates will have the effect on work-home balance.
confidence to make decisions about
their work, because there is support H 2: Leadership Empowerment
from their leaders (Ahearne et al., has a positive and significant
2005; Amundsen & Martinsen, effect on employee performance.
2014). Empowerment leadership is
Research purposes
relevant to apply when working
This study aims to see the
from home because of the
effect of leadership
delegation of tasks and the
empowerment on balance
provision of important information
homework and employee performance,
from the leader to his subordinates.
especially during the current
By delegating tasks and providing
nCOVID-19 pandemic. With this
important information, leaders give
expected
research, organizations capable
confidence and trust to their
use leadership which
subordinates if they can perform
adaptive, as well could give
well. On the other hand,
related training leadership
the. Effective leadership in an
organization because it has a strong
influence on employee performance.
PROBLEMS When employees can perform well,
the overall organizational
Based on the background that
performance will increase.
has been explained, this research
has two problem formulations as Research focus
follows: This research is focused on three
1. Is leadership things, namely:
empowerment positive effect

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 PUBLIC: Journal of Human Resource Management, Administration and Public Service
College of Administrative Sciences Bina Taruna Gorontalo
Empowerment Leadership
Leadership empowerment
defined as behavior
leader who delegate
power, providing work autonomy,
training, and information to
subordinates that will increase
subordinate motivation (Srivastava et
al., 2006; Zhang & Bartol, 2010; Sharma
& Kirkman, 2015; Kim et al., 2018).
Work-Home Balance
Syrek et al., (2011) stated that
work-home balance is defined as
the perceived fit between various
areas, roles, and goals in an
individual's life that are targeted
and realized. Employees who feel
that their work area and personality
are balanced will consider
themselves effective, so they are
satisfied with roles that can be
carried out well (Wisittigars &
Siengthai, 2019).
Employee performance
Employee performance is
defined as actions and behaviors
with measurable results, where
employees contribute in realizing
things related to organizational
goals (Viswesvaran & Ones, 2000).
RESEARCH METHODS
This research is a quantitative
explanatory which focuses on
elaborating and predicting
preconceived hypotheses (Djamba &
Larasati Ahluwalia, Cs: Empowerment Leadership Effect ….
Volume VII Number 2 2020
Neuman, 2002) The environment in
this study has a background
noncontrived because it is done in a
real environment and is not
regulated or created (Sekaran,
2003). Furthermore, the data
collected is cross-sectional.
Population study this
employing employees in all sectors,
including the State Civil Apparatus
(ASN). While the samples taken were
employees who worked from home
during the Large-Scale Social
Restriction (PSBB) policy due to the
nCOVID pandemic, around mid-
March 2020 to June 2020. In
addition to working from home,
employees who were sampled were
required to live with their families in
one house, either nuclear family
(parents, husband or wife, children)
and other relatives (uncles, aunts,
cousins, and others). This is
intended to see if there are
problems between homework
during intensive communication
from work and family.
Data was collected by
distributing online questionnaires
using the facilities Google Forms
which contains statement items
related to the variables to be
studied, namely leadership
empowerment,
balance homework, and
employee performance. The questionnaire
also includes a sample screening question
that will be selected, namely “Did you work
from home during the pandemic
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College of Administrative Sciences Bina Taruna Gorontalo
nCovid-19?”. To reduce the social
desirability bias that tends to occur in
social science research, this study
uses the method of reducing the
social desirability bias suggested by
King & Bruner, (2000) by eliminating
items that are significantly correlated
with social desirability items, and
changing the phrase of the
questionnaire items. The data
analysis method in this study used
descriptive quantitative statistical
analysis with the analysis tool
WarpPLS 7.0. This analytical tool was
chosen because this study requires a
more robust method to test the
research model. The test is carried
out with the influence path test.
Variable Operational Definition
Definition operational variable
used to clarify
theoretical understanding of each
variable used in the study.
Empowerment leadership
Empowerment leadership is a
leader behavior that focuses on task
delegation, initiative, goal focus,
efficacy support, inspiration,
coordination, modeling, and
guidance(Amundsen & Martinsen,
2014). Draft leadership
Empowerment developed by
Amundsen and Martinsen (2014)
consists of 24 statement items.
The delegation dimension has three
statements, for example “my leader”
Larasati Ahluwalia, Cs: Empowerment Leadership Effect ….
Volume VII Number 2 2020
give work power. The initiative
dimension has three statements,
including “the leader encourages me
to take the initiative”. The goal focus
dimension has three statements, for
example “my leader cares about
achieving my work goals”. Meanwhile,
the efficacy support dimension has
three statements, including "the
leader listens to me". The inspiration
dimension is complemented by three
statements, one of which is “leader”
coordinate
his goals with my goals”.
Furthermore, the coordination
dimension has three statements, for
example “the leader discusses with
me about work”. Dimension
modeling has three statements, for
example “the leader gives me an
example of how he plans his work
day”. The last dimension, guidance,
has three statements, one of which
is “the leader directs me to work
effectively”. The type of statement in
the questionnaire is closed, so that
respondents can provide responses
with a Likert Scale of 1 to 5.
Work-Home Balance
Homework balance is defined
as blah-blah-blah. This study uses a
questionnaire developed by Eagle et
al., (1997) with nine statements.
first dimension, time-based
work interference with family, own
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College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020

three statements, including “the has eight statements, one of which

time I have to devote to work is “I do challenging assignments
prevents me from participating when they are available”. The last
equally in household responsibilities dimension, counterproductive work
and activities”. second dimension, behavior has five statements, one of
strain-based work interference with which is “I focus on the negative
family, has three statements, one of aspects of my work situation, not on
which is “because of all the pressure the positive aspects”. The type of
from work, when I am with my statement in the questionnaire is
family I am too stressed to do closed, so that respondents can
something I enjoy”. last dimension, provide responses with a Likert
behavior-based work interference Scale of 1 to 5.
with family, has three statements,
among others “the behavior I do to RESEARCH RESULTS AND
make me effective at work doesn't DISCUSSION
help me to be a better parent and The total respondents in this study
partner”. The type of statement in amounted to 158 with details of the
the questionnaire is closed, so that respondent's profile in Table 4.1.
respondents can provide responses
Table 4.1 Profile of Research Respondents
with a Likert Scale of 1 to 5.
Profile Percentage
Gender
a. Man 35.8%
Subordinate Performance
b. Woman 64.2%
Age
Koopmans et al., (2014) a. 17 years – 27 years 31.6%
define performance subordinate b. 28 years – 38 years 34.7%
as behaviors or actions that are c. 39 years – 49 years 15.8%
d. > 50 years 17.9%
relevant to organizational goals.
Last education
Furthermore, Viswesvaran and Ones a. senior High School 13.7%
(2000) explain that these activities b. Diploma 6.3%
c. S1 52.6%
will contribute to the organization,
d. S2 25.3%
either directly or indirectly. The e. S3 2.1%
questionnaire developed by Length of work

Koopmans et al., (2014) has 18 a. 0 – 12 months 21.1%

b. 13 – 60 months 45.3%
statements. c. > 60 months 33.7%
The task performance dimension has Work
five statement, example a. ASN 25.3%
b. BUMN employees 1.1%
"My work planning is optimal". For c. Private sector employee 24.2%
contextual performance dimensions d. entrepreneur 6.3%

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College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020

e. Freelancer 2.1% Work-

f. Lecturer 14.7% house (mortgage)
g. Other 26.3% Performance 0.593 0.599
Domicile Employee (KIN)
a. Sumatera island 87.4% Source: Data processed with WarpPLS 7.0,
b. Other islands 12.6%
2020.
Source: Data Processed

with Ms. Excel Based on Table 4.2, all variables

in this study are valid and then the
Based on Table 4.1., the majority of
reliability test is carried out. The
respondents are women and domiciled
reliability of a construct can be
on the island of Sumatra. The occupation
reflected inCronbach's Alpha and
of the majority of respondents is ASN,
Composite reliability. According to
and most of the respondents are of
Hair et al., (2014), a variable can be
working productive age.
said to be reliable when it has a value
After analyzing the respondent's
Cronbach's Alpha> 0.6 and Composite
profile, the research continued by testing
reliability> 0.7. Table 4.3 presents the
the validity of the items. The WarpPLS
dataCronbach's Alpha and Composite
analysis tool uses two validity tests:
reliability.
convergent and discriminant. In the
convergent validity test, an item is Table 4.3 Reliability Test Results
declared valid when it has a value of Items Cronbach's Composite
Alpha Reliability
Average Variance Extracted (AVE) is more
Leadership 0.964 0.968
than 0.5 (Hair et al., 2014). For the Empowerment
discriminant validity test, the item is (KP)
declared valid when it has an AVE root of Balance 0.784 0.852
Work-
more than 0.5 (Hair et al., 2014). Table 4.2 house (mortgage)
presents the results of the convergent Performance 0.745 0.805
and discriminant validity tests. Employee
(KIN)
Table 4.2 Convergent Validity Source: Data processed with
Test Results and Validity WarpPLS 7.0, 2020.
Discriminant
Seen in Table 4.3, all variables
Items Average Square
Variance Roots
in this study are reliable in
Extracted Average accordance with the provisions, so
(AVE) Variance this research can be continued for
Extracted
hypothesis testing.
(AVE)
Leadership 0.562 0.750
Empowerment
(KP)
Balance 0.513 0.716

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Volume VII Number 2 2020

leaders, subordinates feel that their

various roles are balanced, so that
both the work area and the personal
area can run well, even during a
pandemic. Coordination carried out
by leadership
empowerment make subordinate

feel fixed led although

the intensity of face-to-face meetings with
the leader is reduced.
Although it has a positive effect,
the magnitude of the influence of
Figure 4.1 Hypothesis Test Results
empowering leadership on work-
Hypothesis 1 empowerment home balance is still low. This can be
leadership has a positive effect on due to the characteristics of the work
balance homework autonomy of the empowerment
own p-value = 0.04 and =0.14. In leadership. In the current pandemic
this study, empowerment time, all individuals are in fashion
leadership has a positive effect with survivalso that
a significance below 5%, and an requires clear and precise directions
effect of 2%. Based on these results, in carrying out their duties. In
hypothesis 1 is supported. addition, the situational factor of
Leadership empowerment working from home reduces the
take effect positive on performance intensity of physical encounters
employee. required for coordination.
Leadership empowerment Hypothesis 2 is that
could take effect positive on empowerment leadership has a positive
balance homework effect on employee performance p-
employees, because it has several value<.01 and =0.58. This means that
characteristics such as delegation empowerment leadership has a positive
which allows employees to work in influence on employee performance
their own way (Ahearne et al., 2005; with a significance level below 1%, then
Amundsen & Martinsen, 2014). it has an influence of 34% on employee
Besides that, leadership performance. The results of this study
empowerment give support
high confidence in subordinates study previously which

that they are able to work well. With explain that leadership
the trust of own impact for performance

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employees (Viswesvaran & Ones, 2000;
Ahearne et al., 2005; Arnold et al., 2000;
Humborstad et al., 2014; Manz & Sims
Jr., 2010).
Leadership empowerment
with its characteristics of removing
bureaucratic barriers, helping
subordinates find the meaning of
work, providing opportunities for
subordinates to make their own
work decisions, can make
subordinates feel involved and
trusted in their abilities. This can
increase subordinates' self-efficacy
which helps them organize and
carry out their work with
as good as possible.
CLOSING
CONCLUSION
Based on explanation
analysis of the results, it can be concluded
that leadership empowerment
positive and significant effect on the
balance of homework and employee
performance during the current
pandemic. Empowering leadership
can affect the sense of balance
between work and home, especially
during the current pandemic. This is
because the leader assigns a task
delegation that directs employees to
lead themselves. In addition, the
leader gives confidence to
subordinates to perform high.
Empowerment leadership also has
a positive effect on employee
performance during the pandemic when
Larasati Ahluwalia, Cs: Empowerment Leadership Effect ….
College of Administrative Sciences Bina Taruna Gorontalo
Volume VII Number 2 2020
this. Employees are given job
autonomy which allows them to
complete work in their own way for
more effective results.
Characteristics leadership
empowerment often involve
employees in goal setting. This can
make employees feel involved and
increase work commitment which
has an impact on increasing their
performance.
SUGGESTION
This study has several
limitations and suggestions for
further research:
1. The research sample was expanded to
generalize the research results.
2. Magnitude of influenceleadership
empowerment on balance
on homework is not too large can be
taken into consideration for the
selection of consequent variables.
Employee leadership has the
characteristics of task delegation,
job autonomy, inspiration,
coordination, can lead to
employee confidence and
creativity in doing their work.
3. During the current pandemic,
many factors can affect the
perception of work-home
balance, such as compensation,
locus of control, family support,
and so on. Future research is
expected to test the role of
in
mediation or moderating testing
influence leadership on
work-home balance.
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