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

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.