Journal of Economics and Business Letters

The influence of digital leadership on innovative performance through work engagement in Generation Z employees in Bali

I Gede Ary Ardika — 2026-06-02

This study investigates the impact of digital leadership on innovative performance through the mediating role of work engagement among Generation Z employees in Bali. This study adopts a quantitative approach using a survey design, with data collected from 100 respondents selected through purposive sampling. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used for the analysis. The findings reveal that work engagement positively and significantly impacts innovative performance, while digital leadership boosts work engagement in a statistically meaningful way; however, it fails to directly influence innovative performance to a significant degree. Moreover, the full mediation by work engagement in the link between digital leadership and innovative performance suggests that employee engagement channels the innovation-boosting effects of digital leadership. These findings imply that digital leadership indirectly improves innovative performance by first enhancing employees’ work engagement. Therefore, organizations are encouraged to strengthen digital leadership practices while simultaneously fostering higher levels of engagement among employees, particularly Generation Z workers, to support innovation in a digitally oriented work environment.

Employee satisfaction model in financial service: The role of leadership style, work atmosphere, and employee enthusiasm

Farid Subkhan — 2026-06-02

Human resources are essential for augmenting labor productivity within an organizational context, including leadership style, an effective work atmosphere, employee enthusiasm, and employee satisfaction. This study aims to analyze the implications of leadership style, work atmosphere, and employee enthusiasm on employee fulfilment in the financial sector in Greater Jakarta. This study used a mixed-methods design that combined quantitative and qualitative procedures. The quantitative study involved 215 respondents from the financial services industry in Greater Jakarta. To deepen the analysis, qualitative research was conducted with ten participants from the same area. Data for the quantitative study were collected through online interviews, and for the qualitative component, through direct phone interviews. The quantitative data analysis uses SPSS version 25.0, and the statistical exercise provides empirical findings by which all instruments of the study are shown to be valid and reliable. Hypothesis evaluation was performed using multiple linear regression techniques. The qualitative part was conducted using descriptive thematic analysis. The empirical evidence of this study demonstrates that the three examined variables, leadership style, work atmosphere, and employee enthusiasm, make a substantial and favorable contribution to raising employee satisfaction, both individually and collectively. This research is crucial as a reference for developing an adaptive and agile HR management strategy to raise employee satisfaction, which leads to productivity improvement, particularly in the financial services industry.

The role of internal marketing in improving service quality: A study of service companies

Rachman Mulyandi — 2026-06-02

This study examines the role of internal marketing in improving service quality at service companies. The research method employed in this study is a qualitative approach using a literature review. This study highlights that internal marketing significantly increases employee satisfaction, engagement, and commitment, which ultimately has a positive impact on the quality of service provided. Effective internal marketing practices, such as good communication, training, and recognition, play a crucial role in boosting employee motivation and performance. The research findings confirm that internal marketing is a strategic investment in human resource management that can optimize organizational performance by improving service quality. By prioritizing internal marketing, companies can create a work environment conducive to innovation, collaboration, and employee well-being, thereby supporting the achievement of sustainable organizational performance.