%0 Journal Article
%T Effects of Digital Leadership and Job Satisfaction on Workplace Performance Among Indonesia’s Generation Z
%A Anna K. Nowak
%A Tomasz Zielinski
%A Pawel J. Marciniak
%J Annals of Organizational Culture, Leadership and External Engagement Journal
%@ 3108-4176
%D 2021
%V 2
%N 1
%R 10.51847/sVRQodSeJi
%P 192-203
%X This research seeks to explore the roles of digital leadership and digital transformation in shaping job performance, while examining job satisfaction as a mediating factor in these relationships among Generation Z workers during the digital age in Jakarta, Indonesia. The study adopted a quantitative approach, applying structural equation modeling (SEM) through AMOS software version 25 to handle multiple regressions with a substantial sample. Data were gathered via a survey comprising 44 items. Non-probability sampling with purposive selection yielded 389 suitable participants, all freelance writers on emerging paid online content platforms in Indonesia. Results revealed strong positive effects of digital leadership and digital transformation on job satisfaction, alongside a notable impact of digital leadership on job performance. In contrast, digital transformation showed no direct effect on job performance. Digital leadership emerged as the primary driver for both job satisfaction and job performance. Job satisfaction acted as a partial mediator in the link between digital leadership and job performance. The investigation is limited to Generation Z freelance writers on digital platforms. It reflects Indonesia's unique cultural and economic context, where norms around organizational culture, leadership expectations, and worker mindsets may vary from other nations. Such elements influence perceptions of digital leadership, job satisfaction, and performance. Thus, results may not fully apply to Generation Z in regions with differing cultural or economic settings. Subsequent studies could test these variables in varied global contexts to identify potential variations. Across the eight assessed dimensions, the strongest ratings appeared in digital leadership, particularly in areas of leader support. This indicates Generation Z values supervisors with advanced technical expertise, superior overall knowledge, and effective remote team management. The weakest ratings occurred in digital transformation, showing that despite strong digital skills in this group, they desire transparent company communication on objectives and yearly plans. Additionally, Generation Z prefers employers providing full work equipment instead of personal tools. Overall, this cohort appreciates leaders blending digital proficiency with strong management abilities, while favoring organizations that invest in technology resources rather than expecting workers to supply their own. Employment in creative digital sectors offers a viable way to tackle employment shortages driven by the surge in working-age populations. This model demands lower capital for physical infrastructure and greater focus on digital tools that support both recreation and earning potential. Earlier studies mainly examined links between Generation Z job satisfaction and performance. This work incorporates digital transformation and digital leadership as fresh variables. It fills prior gaps by treating job satisfaction as a mediator specifically for Generation Z, integrating these aspects to assess their satisfaction and output.
%U https://apsshs.com/article/effects-of-digital-leadership-and-job-satisfaction-on-workplace-performance-among-indonesias-genera-rz69ufffocjtwkj