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Article

Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution

by
Dudung Abdurachman
1,
Rudy M. Ramdhan
1,
Ateng Karsoma
1,
Alex Winarno
2,* and
Deni Hermana
3
1
Department of Postgraduate, Sekolah Tinggi Hukum Militer, Jl. Matraman Raya No. 126, Jakarta 13150, Indonesia
2
Department of Business Administration, Faculty of Communication and Business, Universitas Telkom, Jl. Telekomunikasi No. 1 Terusan Buah Batu, Bandung 40257, Indonesia
3
Department of Business Administration, STIA Bagasasi, Jl. Cukang Jati No. 5, Bandung 40273, Indonesia
*
Author to whom correspondence should be addressed.
Sustainability 2023, 15(5), 4004; https://doi.org/10.3390/su15054004
Submission received: 21 January 2023 / Revised: 16 February 2023 / Accepted: 19 February 2023 / Published: 22 February 2023
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Abstract

:
The well-being and performance of military institutions, especially for personnel such as village superintendents serving in remote areas, is a significant concern that requires an expansion of resources. The research objective explored how leadership, job demands and resources, and green human resource practices (Green HR Practice) can interact to promote the well-being and performance of military personnel in Indonesia. The research method was an explanatory survey that collected cross-sectional data through the random distribution of questionnaires to 586 village superintendents across Java Island, including those in remote areas. The sampling method was simple random sampling. The multivariate analysis employed structural equation modeling (SEM) procedures. The research findings revealed that personnel in military institutions, amidst the broader demands of non-war activities, require support from stable and institutional resources that can enhance their well-being. Stable resources play a crucial role in promoting employee well-being and ensuring non-war performance in military institutions. Adopting a green transformational leadership (GTL) model not only brings about changes in the performance and well-being of military personnel but also entails a focus on transforming the HR governance system into a green system, thus showcasing ethical responsibility towards employee well-being and performance. The research further discussed the significance of leadership as a key resource that facilitates the implementation of green HR practices aimed at enhancing employee well-being and performance. Practical Implications: In military institutions, incorporating leadership into the JD-R model could lead to a better understanding of how leadership styles and behaviors impact personnel performance and inform strategies for improving performance through effective leadership development and management.

1. Introduction

Leadership continues to evolve as leaders take on more responsibilities in public institutions and companies. Research has shown that leadership has a strategic role that should not only on performance but should focus on performance [1], green behavior [2,3,4,5] and also on environmental performance [6,7,8], and green and environmental performance [9]. Leadership may be more closely related to performance, as stated by [10]. However, leadership relations solely focused on performance can result in neglecting employee welfare. A leader’s emphasis on productivity and meeting targets may cause them to overlook the well-being and needs of their subordinates.
In the JD-R (Job Demand-Resources), the first step is to identify the resources required to promote the well-being of military personnel. These resources can be classified as job resources, such as support from a leader. Leaders are resources for personnel to achieve their psychological health and performance [11]. Ref. [12] emphasized the importance of integrating leadership in achieving the psychological health of followers. In line with these efforts, [13,14,15,16] expand the integration of leadership into JD-R. Ref. [17] argued that the integration of leadership and JD-R is a challenge in research with a focus on the relationship between leadership and the JD-R theory, which ultimately leads to the improvement of employee well-being and organizational performance. Leaders can optimize their role both through organizational mechanisms and as institutional resources [18].
Something that is overlooked in these studies is the relationship between leadership and employee well-being. The welfare of employees, including those in military institutions, can be neglected in the relationship between leaders and subordinates. Leaders may prioritize achieving performance targets and accomplishing tasks, leading to a need for more attention to be paid to employee well-being. However, [19,20] argue that the mechanism by which leadership promotes employee well-being is overlooked. Ref. [10] added that employee well-being is not considered an important outcome in and of itself. Employee well-being is a secondary outcome variable related to performance, while achieving performance is based on employee well-being [11,21,22]. Ref. [23] emphasized employee well-being as a strategic aspect of the organization and individuals, but that theoretically, it still needs to be given more attention.
There needs to be more clarity regarding the relationship between leaders and subordinates concerning performance. According to [24], perceptions regarding leadership and performance are highly complex. There exists a gap regarding the relationship between leadership and employee well-being, which needs to be addressed to mitigate issues that may adversely impact individual and organizational performance. Leadership drives higher performance, but what mediates between these two constructions remains unresolved [7,25].
However, leadership is both within and outside of the structure, making it difficult to identify the measurement of leadership, as stated by [17]. Ref. [26] revealed that leadership roles in organizations that adopt green human resource (HR) practices still need to be made available Although the position of HR determines employee well-being and performance [27], at the same time, this relationship is debated [28,29]. Refs. [30,31] confirm the need for more insight into how leaders implement HRM and how it determines employee well-being and performance.
In addition, there is a potential gap in leadership research. First, the idea of leadership as a resource for the well-being and performance of military personnel requires further explanation, particularly in military institutions. Although having a long tradition of leadership, the concept of leadership style in military institutions needs to be developed [32]. Ref. [33] emphasized the importance of studying leadership in military institutions. Second, the specific mechanisms through which leadership can promote the well-being and performance of military personnel remain unclear. Ref. [24] suggested that military institutions develop their leadership style to enhance performance.
The research contributions of this paper are: first, the leadership position was shown to be stable resource for subordinates. The second is that the complexity of the relationship between supervisors and subordinates was unraveled, as was the complexity of the relationship between supervisors and subordinates in a unique organization. Focusing on studies that use military samples, researchers can leverage the large sample sizes and rigorous research methods used in military research to enhance the validity and generalizability of their findings. This will help to build a more robust and comprehensive understanding of leadership and contributes to developing evidence-based best practices for promoting effective leadership in various organizational contexts. The military has a unique organizational culture characterized by hierarchy, strict rules, and a focus on mission accomplishment.
While integrating leadership into the job demands-resources (JD-R) model is a relatively new concept, it is gaining traction in various fields, including the military. While leadership has a long history in military institutions, its relationship with employee well-being needs further empirical testing within the context of the JD-R model. Additional research can determine the effectiveness of leadership practices in promoting employee well-being and reducing the negative consequences of job demands on employee health. The research objective of this study was to explore how leadership, job demands and resources, and green human resource practices (green HR practice) can interact to promote the well-being and performance of military personnel in Indonesia.

Literature Review and Hypothesis Development

The concept of green transformational leadership (GTL) emerged in response to the growing concern for environmental sustainability and to drive transformative change toward a more sustainable future. Green transformational leadership (GTL) stimulates and empowers subordinates to understand environmental issues from multiple dimensions and formulate creative solutions [34]. GTL is related to employee well-being [20,35]. Green transformational leadership is a leadership construct that drives change. Ref. [36] developed the concept of transformational leadership from an interactional perspective that focuses on change. The concept of leadership has continued to evolve [37,38] into green transformational leadership [4,7,9,39]. Ref. [5] emphasized that GTL encourages employees to understand the organization’s mission. This concept has been accepted in various cultures based on two essential aspects, namely behavior and the level of follower satisfaction with leadership behavior in different cultures [40].
Leadership is not only focused on employee performance. Leaders determine employee well-being [10,19,21]. Transformational leadership enhances employee well-being by increasing the perceived fit between members’ needs and job resources [41]. Psychological well-being refers to the positive aspects of an individual’s mental health and emotional state [35], happiness, and a better income for an employee [20].
On the other hand, resources for employee well-being are HR practices [18]. Green HR practice as an organizational resource for achieving the well-being of personnel. Refs. [29,42] showed the relationship and position of HR practice with employee well-being. Ref. [43] suggested that HR practices meet psychological needs, promoting psychological growth and well-being.
Organizational resources such as leadership, including HR practices, can significantly impact well-being [18,31]. This further emphasizes the position of leadership as a resource that promotes and guarantees the continued focus on employee well-being through green HR. The hypotheses proposed are:
Hypothesis 1 (H1).
Green transformational leadership has a positive effect on personnel well-being.
Hypothesis 2 (H2).
Green HR practice has a positive effect on personnel well-being.
Leadership and Green HR practices play a crucial role in achieving sustainable performance [7,44,45,46,47] added leaders as a new competitive advantage to face challenges. Ref. [48] proposed that green HR and leadership produce green performance outputs and non-green. Leadership affects employee well-being and performance. Reb et al. (2014) emphasized that full attention from leaders is positively related to various aspects of employee well-being and different employee performance. Ref. [49] proposed that leadership promotes EWB.
Leadership reduces concerns about dangerous activities and anxiety among employees, which indicates that EWB eventually reduces counterproductive behavior. HR affects employee well-being and performance [28]. It has even been reported that leadership strengthens the influence. Ref. [50] previously proposed from a different perspective, namely social exchange and signaling theories, that HR practices are related to employee well-being and performance. Ref. [21] showed the importance of job resources, such as leadership and HR practices, in achieving performance through employee well-being. Employee well-being will drive better performance [22]. Green transformational leaders and organizations that implement Green HR practices signal their commitment to the well-being of their employees and foster high performance. The hypothesis proposed is:
Hypothesis 3 (H3).
Personnel well-being mediates the effect of GTL on performance.
Hypothesis 4 (H4).
Personnel well-being mediates the effect of green HR practice on performance.
Leadership strengthens the HR governance system to achieve employee well-being and performance [11]. Ref. [31] suggested that leaders play a crucial role in setting the pace for developing and implementing effective human resources practices that drive employee well-being and performance. Refs. [51,52] stressed the importance of leadership and HR practices in achieving employee well-being and performance. Ref. [53] added that, from the JD-R [54] perspective, the position of leadership and HR practices on employee well-being and performance can be explained differently. However, Ref. [55] argued that HR practices result in a “trade-off effect” for employees. Therefore, mechanisms to optimize well-being require adequate support from resources. Green transformational leaders focus on reducing the negative impact of institutional activities and promoting employee well-being and performance through green HR Practice. It is believed that human resource practices can indirectly influence performance through their impact on employee well-being [27,28]. Green transformational leadership encourages green HR practices for improving personnel well-being in the workplace. The proposed model shown in Figure 1. The hypothesis proposed is:
Hypothesis 5 (H5).
Green HR Practice mediates the effect of GTL on personnel well-being..

2. Materials and Methods

The research approach used an explanatory survey of 586 military personnel, including personnel working in remote areas on Java Island, randomly. The military personnel are as known as “Babinsa.” Babinsa stands for Bintara Pembina Desa, which roughly translates to “village development officer”. Data collection was cross-sectional, involving 20 first officers for distribution and questionnaire collection, for three weeks conventionally. The questionnaire was based on knowledge and experience and was not related to tasks or official evaluations. The distribution of the questionnaires was only for research purposes to optimize the performance of military personnel.
The measurement of green transformational leadership (GTL) refers to [40,56], such as: (1) challenging the process, (2) inspiring a shared vision, and (3) enabling others to act. Green HR practice (GHR) is measured based on [31]. Statements on employment security included: “my institution is committed to a goal of long-term employment security”; Statements on training and development included “the chance to attend to formal training programs to learn new skills and knowledge”; and statements on the commitment of the organization to the training and development of its personnel included “I receive support and guidance from my supervisor and help is available from my immediate manager when I have a problem”.
Personnel well-being measurement refers to [57], which is: (1) having a reason to get up in the morning and go to work; (2) work tasks and goals; (3) freedom in the workplace; (4) confidence; (5) meaning for oneself, having positive and correct meanings; and (6) pride in one’s work.
The measurement of performance for military personnel (MP) was developed based on [58,59] which are: core technical skills, general military skills, self-leadership, personal discipline, physical fitness and military bearing, individual loyalty, teamwork, and determination. Respondent answers used a semantic differential scale from 1 to 5 starting with “Not at all true” (1), “Barely true” (2), “Somewhat true” (3), “True” (4), “Very Completely true” (5). Data analysis used multivariate SEM with the help of SPSS 25. The steps in the analysis were:
  • Theoretical model development based on [18] supported by a series of scientific explorations;
  • Showing causality relationships with path diagrams;
  • Choosing maximum likelihood (ML) for model estimation. The assumption of normality was fulfilled, and the sample size was between 200–500. ML estimation involved selecting parameter values that maximized the likelihood of the observed data given to the model. ML estimators have desirable asymptotic properties, such as consistency, normality, and efficiency. ML estimation allows for hypothesis testing using likelihood ratio tests, which can be used to compare the goodness of fit of different models. There are no outliers, either univariate or multivariate;
  • Assessing identification problems;
  • Evaluating, interpreting, and improving the model based on modification indices values.

3. Results

Following the steps in the previous explanation, the test results were as follows (see Figure 2):
Based on the test results, data on factor weights, AVE values, and composite reliability were obtained are shown in Table 1 as follows.
Based on Table 1, it appears that the GTL 1 indicator has a low standardized loading factor of 0.280, which is lower than the commonly accepted threshold of 0.5. As a result, this indicator may not be considered a strong indicator of the latent variable it is intended to measure. The HRP 2 indicator on the Green HR latent variable has a factor weight value that is lower than 0.5, indicating that it may not be a strong indicator of the latent variable it is intended to measure. Similarly, the factor weight value of 0.314 for the MP 7 indicator on the performance variable also falls below the commonly accepted threshold of 0.5 based on [60]. As a result, these indicators may not be used in the subsequent model improvement process.
According to the results of discriminant validity testing, all observed indicators or variables each have a higher correlation to their latent variable. The test results showed that the construct studied in the model proposed by the researcher in a path diagram showed causality relationships. The relationship between latent variables was significant. The beta coefficient showing the relationship between Green TL and Green HR was 0.493, and the beta coefficient for Green HR and well-being was 0.705. The beta coefficient for the relationship between GTL and EWB was 0.347. The relationship between EWB and Military Personnel is 0.895. In this study, the choice of analysis was the maximum likelihood (ML) for model estimation. The results of the assessment of normality from the AMOS program 25 was a value between −2.58 ≤ SR ≤ 2.58, and the distribution data were normal. The data showed that the results of classical assumption tests were met. No identification problems were found in the data processing process.
The results of the goodness of fit model testing showed that the model needed to be improved. Some goodness of fit criteria were not met, such as the values of CMIN, GFI (goodness of fit), and RMSEA (root mean square error of approximation). The improvement was made by eliminating observed variables on latent variables that had less ability to explain changes in latent variables. Moreover, connecting the errors between observed variables according to the values of modification indices. The results of the GoF evaluation and improvement are shown in Table 2, as follows.
Based on the goodness of fit criteria testing results, each criterion, including absolute fit indices such as CMIN with a score of (10.969) after improvement, became 1.344, meaning that fitness was achieved, including the GFI (goodness of fit) criteria with a score of improvement of 0.97, that was previously 0.679. In the incremental fit indices, the improvement results showed that criteria were met, such as AGFI (adjusted goodness of fit index) of 0.95, which was previously 0.62. CFI (comparative fit index) was previously 0.762 and, after improvement, became 0.995. The value of the incremental fit index (IFI) was met after improvement, which was 0.996. the parsimony indices represented by PNFI criteria had a value of 0.6. The test results show that the model was acceptable. There was a correspondence between the field data obtained through the survey with the model constructed in the study. The results of the hypothesis testing are shown in Table 3, as follows.
The research results showed that all the proposed hypotheses were accepted. Each exogenous variable explained the endogenous variable adequately. Green leadership and green HR practice have a positive effect on employee well-being. Green HR practice and employee well-being can partially mediate each exogenous variable.

4. Discussion

The research results showed that the concept of [40] regarding green transformational leadership can be accepted in different contexts, namely in military institutions with unique differences and culture. This concept can show a clear meaning and be used as the main element to build models/theories that explain changes in the well-being and performance of military personnel, both directly and indirectly. Overall, the study’s results explain the framework for developing performance based on the position of Green HR practice and employee well-being as intervening variables.
The research results showed the importance of the role of green transformational leadership and green HR practice on the performance of military personnel village superintendents and personnel in military areas. Military personnel need support resources that guarantee better well-being. It was proven that the mechanism for optimizing roles and integrating leadership into JD-R is through GHRM for military personnel who work as “Babinsa”.
An interesting finding is that green HR practices do not positively affect military performance, even negatively. This finding is different from previous research, which revealed that Green HR affects performance, as stated by [7,39,45,50]. Green HR Practice is related to well-being but not to performance.
This is based on the very diverse and different conditions in the field, especially for military personnel working in remote areas. Babinsa coordinate between the army and the local community in a designated area. The role of a “Babinsa” is to establish good relationships with the local population and to provide assistance and support to the community in various aspects such as security, social welfare, and development. Babinsa officers are typically assigned to villages or neighborhoods and work closely with local leaders, including the head of the village or neighborhood, to help address any issues or concerns.
Green HR practices should focus more on well-being. In addition, the dynamics of the regions where the Babinsa work are very different in rural, remote, and urban areas. Differences between the task areas of the Babinsa include the use of language, local culture, traditions, and the level of problems in development. Babinsa develop skills in cooperation and communication with various languages, cultures, and different groups of people. A Babinsa adopts and changes his performance pattern following the society condition or tradition. It can be very different from job desk in terms of military performance. Babinsa officers must maintain the characteristics of their regional tasks as required by law while striving to improve their performance. Babinsa officers are expected to provide support and assistance to the local community. However, they must do so within the legal framework and guidelines established by the military and the government. The role of a Babinsa is to work with the local community to promote development and security while upholding the law and respecting the rights of all individuals.
Ensuring the welfare of Babinsa officers requires a broader understanding of the role of green HR as a stable resource for military personnel and this, for policymakers in HR management within the military is a priority. In line with [11], the goal is for personnel to better prepare for their welfare, especially for personnel with families. Green HR practice ensures no trade-off effect for military personnel, as stated by [55], due to the remote work area. By incorporating a green HR approach, the leader can create a more sustainable and supportive work environment for Babinsa officers. This can contribute to their overall well-being and lead to improved performance and better outcomes for the military.
In addition, the ethical approach taken by green transformational leadership can drive the psychological needs of personnel to be met through Green HR Practice. Regarding food needs, the leader’s attention to the nutrition of personnel inspires regional commanders to pay attention to the physical stability of personnel in carrying out their duties. The leaders communicate through the green HR practice and personally during visits to the area. Interaction between leaders and personnel inspires and builds motivation for personnel in the field. The leader implements what is proposed by [40,56]. The leader inspires personnel to challenge processes, inspires with a vision translated into daily activities, enables village superintendents to carry out their tasks, shows simple ways, and gives encouragement based on the heart. Such a leadership style drives the operation of an HR system that is more friendly to personnel with indications of attention to employee well-being.
In line with the concept of green transformational leadership as proposed by [20,34,35] as well as [37,38] it was shown that GTL has a strategic function and is an important resource for employee well-being and performance of military personnel. The research results provide a comprehensive explanation of the mechanism for achieving employee well-being, as expected by [19,20,23]. In this research, the green transformational leadership mechanism for achieving employee well-being and performance is facilitated through Green HR indirectly.
This is in line with [18], which characterized institutional resources where leadership can drive employee well-being psychologically in the short term. However, leadership can facilitate and drive organizational mechanisms to ensure that employee well-being is sustainable, ultimately improving the performance of village superintendents. Refs. [11,21,22] emphasized that well-being guarantees personnel performance. Village superintendents face various complex problems in the field. Territorial tasks are not only related to the goal of awareness of public defense. Village superintendents are part of a group of community partners who ensure economic recovery processes and the implementation of territorial development.
The integration of the leadership model into JDR does not only encourage changes in the psychological aspects of employees for better well-being. The model proposes that high job demands can be buffered by high job resources, leading to improved well-being and performance, in line with [12,13,14,61].
Green transformational leadership is a leadership style that incorporates environmental and sustainable practices into the workplace and focuses on the well-being and development of employee’s events in the military institution through green HR practices. Support for leadership and Green HR practice for military personnel serving in the region is an effort to achieve problems of national unity, national sovereignty, and national security. The research results showed that the mechanism of leadership to improve performance through employee well-being and green HR practice plays a very strategic role in military institutions. Green HRM (Human Resource Management) is the application of environmentally sustainable principles and practices within the field of HRM. The study in military institutions suggests that green HRM can be used to optimize roles and integrate leadership into the Job Demand-Resources (JD-R) model. This mechanism can have a positive impact on both the organization and improved overall performance.

Limitations

This study may be a new development in the field, and further research in different contexts and fields is necessary to validate the results and conclusions drawn. Researchers do not exercise control over personnel based on official experience or unique educational background obtained by personnel. Data retrieval using cross-sectional data can experience bias due to different policies and situations in each assignment. Therefore, in the next research, a mixed method approach with various design choices will be used.

5. Conclusions

The mechanism for achieving employee well-being and performance is integrating green transformational leadership into the JD-R concept. Green transformational leadership inspires and drives changes in green HR practices to focus on personnel well-being to be prosperous and able to carry out their duties optimally. Green transformational leadership ensures no trade of effect due to personnel placement in remote areas. Green transformational leadership contributes to a more balanced approach to work dynamics by fostering better outcomes, in terms of both employee well-being and personnel performance directly or indirectly.

5.1. Theoretical Implications

Integrating leadership into the JD-R model can also be applied to military personnel. The model suggests that leadership style can be considered a resource for subordinates. In the military context, leadership can play a critical role in helping service members cope with their jobs’ demanding and high-stress nature through HR Practice. The leader provides clear direction of HR, support, and recognition to help his members manage the physical and psychological demands of their job and, in turn, improve their well-being and performance. The leader can help to mitigate the negative impact of job demands on the well-being and performance through HR Practice.

5.2. Practical Implications

Integrating leadership into the JD-R model highlights the importance of leadership styles as a resource for subordinates and their impact on retention, well-being, and performance for military personnel working as village superintendents, especially in remote or complex areas. This can inform the green transformational leadership to support the training and program development and the selection and placement of the personnel in these challenging environments. Additionally, the leader improves communication and collaboration between leaders and subordinates, leading to more effective and efficient HR practices for personnel well-being and work processes.

Author Contributions

Conceptualization, D.A. and R.M.R.; methodology, A.K.; software, D.H.; validation, A.W., R.M.R. and D.H.; formal analysis, A.K.; investigation, R.M.R.; resources, D.A.; data curation, D.H.; writing—original draft preparation, R.M.R.; writing—review and editing, A.W.; visualization, D.H.; supervision, A.K.; project administration, A.W.; funding acquisition, A.W. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Conflicts of Interest

The authors declare no conflict of interest.

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Figure 1. Proposed model.
Figure 1. Proposed model.
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Figure 2. Model test results standardized regression weight.
Figure 2. Model test results standardized regression weight.
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Table
Table 1. Standardized loading factor, AVE, and CR.
Table 1. Standardized loading factor, AVE, and CR.
ConstructItemStandardized Loading FactorAVECR
Green Transformational LeadershipGTL10.2800.5110.809
GTL20.825
GTL30.602
GTL40.845
GTL50.849
Green HR practiceHRP10.5940.4350.867
HRP20.393
HRP30.763
HRP40.897
HRP50.573
HRP60.616
Employee well-beingEWB10.7580.6200.898
EWB20.787
EWB30.737
EWB40.809
EWB50.803
EWB60.826
Military PerformanceMP10.8240.6640.9925
MP20.909
MP30.864
MP40.884
MP50.844
MP60.886
MP70.314
MP80.826
Source: Results of the 2023 analysis.
Table
Table 2. Model test results.
Table 2. Model test results.
Stage 1 ResultsImprovement ResultsConclusion
Absolut fit measure
p-value (Sig.)0.000.004Marginal Fit
CMIN10.9691.344Fit
GFI (Goodness of Fit)0.6790.97Fit
RMSEA (Root Mean square Error of Approximation)0.1310.024Fit
RMR (Root Mean Square Residual)0.2020.033Fit
Incremental fit measure
AGFI (Adjusted Goodness of Fit Index)0.620.95Fit
CFI (Comparative Fit Index)0.7620.995Fit
Incremental Fit Index (IFI)0.7630.996Fit
Relative Fit Index (RFI)0.7220.972Fit
Parsimonious fit measure
PNFI (Parsimonious Normed Fit Index)0.6830.600Fit
PGFI (Parsimonious Goodness of Fit Index)0.5740.541Marginal Fit
AIC (Akaike Information Criterion)3.116413Marginal Fit
CAIC (Consistent Akaike Information Criterion)3.3851.015Marginal Fit
Table
Table 3. Hypothesis testing results.
Table 3. Hypothesis testing results.
HypothesisEstimatep-ValueConclusion
H1: Green leadership has a positive effect on personnel well-being. 0.3470.00supported
H2: Green HR practice has a positive effect on personnel well-being. 0.7050.00supported
H3: Personnel well-being mediates the effect of GTL on performance.0.2370.00supported
H4: Personnel well-being mediates the effect of green HR practice on performance.0.6310.00supported
H5: HR Practice mediates the effect of GTL on personnel well-being.0.3700.00supported
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Abdurachman, D.; Ramdhan, R.M.; Karsoma, A.; Winarno, A.; Hermana, D. Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution. Sustainability 2023, 15, 4004. https://doi.org/10.3390/su15054004

AMA Style

Abdurachman D, Ramdhan RM, Karsoma A, Winarno A, Hermana D. Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution. Sustainability. 2023; 15(5):4004. https://doi.org/10.3390/su15054004

Chicago/Turabian Style

Abdurachman, Dudung, Rudy M. Ramdhan, Ateng Karsoma, Alex Winarno, and Deni Hermana. 2023. "Integrating Leadership in Job Demand Resources (JD-R) for Personal Performance in Military Institution" Sustainability 15, no. 5: 4004. https://doi.org/10.3390/su15054004

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