Rasa Iri di Tempat Kerja dan Perilaku Proaktif: Peran Kepemimpinan yang Memberdayakan sebagai Moderator

Isra Mega Oktavia, Puti Archianti Widiasih

Abstract


This study aims to explore the influence of envy on employee proactive behavior, as well as examine the moderating role of empowering leadership in the relationship. Envy is a common emotion in the workplace that can have both positive and negative impacts on employee behavior. Envy can be divided into benign envy (constructive envy) and malicious envy (destructive envy) which have different impacts on proactive behavior, namely employees' initiative actions in creating new job opportunities. The study used a quantitative approach with an explanatory research design, involving 205 respondents from the hospitality sector, and analyzed using Moderated Regression Analysis (MRA). The results show that benign envy has a significant positive effect on proactive behavior, while malicious envy shows no significant effect. Empowering leadership was shown to strengthen the positive relationship between benign envy and proactive behavior, and decrease the negative impact of malicious envy. Overall, envy and empowering leadership accounted for 71.8% of the variance in proactive behavior. This study recommends the importance of implementing an empowering leadership style to create a work environment that encourages positive motivation and employee initiative. Scientifically, these findings contribute to the organizational psychology literature by confirming the differential role of envy and leadership style in shaping proactive behavior.

 

Penelitian ini bertujuan untuk mengeksplorasi pengaruh envy terhadap perilaku proaktif karyawan, serta menguji peran moderasi dari kepemimpinan yang memberdayakan dalam hubungan tersebut. Rasa iri merupakan emosi umum di tempat kerja yang dapat berdampak positif maupun negatif terhadap perilaku karyawan. Envy dibedakan menjadi benign envy (iri konstruktif) dan malicious envy (iri destruktif) yang memiliki dampak berbeda terhadap perilaku proaktif, yaitu tindakan inisiatif karyawan dalam menciptakan peluang kerja baru. Penelitian menggunakan pendekatan kuantitatif dengan desain explanatory research, melibatkan 205 responden dari sektor perhotelan, dan dianalisis menggunakan Moderated Regression Analysis (MRA). Hasil menunjukkan bahwa benign envy berpengaruh signifikan positif terhadap perilaku proaktif, sedangkan malicious envy tidak menunjukkan pengaruh signifikan. Kepemimpinan yang memberdayakan terbukti memperkuat hubungan positif antara benign envy dan perilaku proaktif, serta menurunkan dampak negatif dari malicious envy. Secara keseluruhan, rasa iri dan kepemimpinan yang memberdayakan menyumbang 71,8% variansi perilaku proaktif. Penelitian ini merekomendasikan pentingnya penerapan gaya kepemimpinan pemberdayaan untuk menciptakan lingkungan kerja yang mendorong motivasi positif dan inisiatif karyawan. Secara ilmiah, temuan ini memberikan kontribusi terhadap literatur psikologi organisasi dengan menegaskan peran diferensial rasa iri dan gaya kepemimpinan dalam membentuk perilaku kerja yang proaktif.


Keywords


empowerment leadership; envy; proactive

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References


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DOI: https://doi.org/10.24176/perseptual.v10i1.14432

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