The Influence of Ethical Leadership, Creative Work Climate, and Self-Efficacy on Employee Performance with Knowledge Sharing as an Intervening Variable

Performance is the main thing that an organization expects from the human resources it manages to bring the organization to its vision. In terms of employee performance, public service organizations have so far not yet succeeded in sufficing community expectations. This study aims to determine the effect of ethical leadership, creative work climate, and self-efficacy on employee performance and the role of knowledge sharing as a mediating variable. The research sample consisted of 100 employees at the Central Office of the Ministry of Industry with simple random sampling. The research approach is a quantitative method. The research instrument used the Individual work performance questionnaire (IWPQ), Ethical Leadership Scale, Creative Climate Questionnaire (CCQ), General Self-Efficacy Scale (GSE), and knowledge sharing measurement based on a combination of social capital factors and theory of reasoned action, all of which were modified and adapted to the needs of this research. Data collection techniques were carried out by interviews and closed questionnaires with a Likert scale of 1 to 4 with data analysis techniques using Smart PLS 4. The research findings show that ethical leadership, creative work climate, and self-efficacy have a direct positive and significant effect at the moderate level on knowledge sharing, and shows that ethical leadership, creative work climate, and self-efficacy have a direct positive and significant effect at a strong level on employee performance. Unexpected results reveal that the mediating role of knowledge sharing between the influence of ethical leadership, creative work climate, and self-efficacy on employee performance is negatively significant at a low level.

is not too steep.The largest decrease occurred in additional work results from 17.4 to 13.2, namely 24.13%, while the decrease that occurred in main performance was only 3%.Meanwhile, in the work behavior component of the sub-indicators, the largest decrease was in competence, amounting to 23.75%.Meanwhile, the decline in discipline and service-oriented sub-indicators was 2.1% and 23%.
During the recovery period in 2021, employee performance has increased again compared to during the pandemic.In the main work output indicators there was an increase of 2.1%.Meanwhile, additional work results increased by 15%.In the work behavior indicator, the discipline sub-indicator increased by 5%.In service-oriented sub-indicators, the increase occurred by 21%.The competency sub-indicator also saw an increase of 26%.The overall performance increase in 2021 when compared to 2019 still shows a decline of 2.8%.
In terms of determining performance indicators included in Employee Performance Targets as determined by the Ministry of State Apparatus Empowerment, both quantitatively and qualitatively, this is still an ideal thing but has not yet been realized in the Ministry of Industry.Several other interesting things related to employee performance, leadership, ethics, work climate and knowledge sharing at the Ministry of Industry based on these interviews can be described is that the majority of employees consider work solely as a consequence of employee obligations or without almost any other motivating factors (Ahmad & Karim, 2019).Maximum effort, sincerity and concentration in work are only found in a small number of employees while others treat dedication and commitment as simply an obligation to comply with the attendance list.An employee's independent initiative is generally avoided because it tends to become a problem.Discipline is basically not an employee's mentality because they think it has no important value.The facts show that discipline as an indicator included in performance measurement is only measured through absenteeism.
The influence of ethical leadership on knowledge sharing was researched by Swanson et al., (2020) and Su et al., (2021) which showed that especially ethical leaders have a significant positive effect on knowledge sharing.The results of this research are different from the research results of Çelik & Sağsan, (2022) which stated that ethical leadership has no effect on knowledge sharing.Swanson et al., stated that leaders as employee resources who allocate the right amount of resources to process information will have an effect on soft outcomes (knowledge sharing).Su et al., who researched the positive impact of ethical leadership on employees' knowledge sharing behavior from the perspective of morality in the context of Chinese culture, explained that as moral role models, ethical leaders are usually characterized by sincerity, compassion, and integrity.They can influence followers by expressing genuine concern and kindness toward their followers and focusing on shared interests.On the one hand, employees actively sharing knowledge is a kind of pro-social moral behavior, which can protect the common interests of the organization, but on the other hand, such behavior of "donating" knowledge also faces a higher risk of losing personal ownership of one's acquired knowledge. .In such circumstances, leaders play an important role in this ethical dilemma.In the Chinese cultural context, people generally pay attention to obeying the authority of the leadership and the collective interests of the organization.
Through all the phenomena and data mentioned above, it can be concluded that not every event and/or empirical evidence and researcher logic is in accordance with existing theory.To the best of researchers' knowledge, the influence of a creative work climate on employee performance is rarely studied, as is the influence of knowledge sharing on employee performance.The description described previously regarding employee performance and various things that influence it and the public's view of civil servants in general made the author interested in conducting relevant research at the Ministry of Industry entitled "The Influence of Ethical Leadership, Creative Work Climate, and Self-Efficacy on Inrernational Journal of Social Service and Research https://ijssr.ridwaninstitute.co.id/

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Employee Performance with Knowledge Sharing as an intervening variable.Study at the Head Office of the Ministry of Industry" (Akfirat, 2020).

METHODS
The model in this research is presented in Figure 1 Figure 1 Source: 2023 processing data The research model above was created based on research questions(research question) which shows a collection of several concepts and the relationship between these concepts.This research is research using quantitative methods where the proposed research approach is carried out through a series of processes, formulating hypotheses, going out into the field, data analysis and data conclusions, right up to writing using aspects of measurement, calculation, formulas and certainty of numerical data.

RESULTS
Employee performance variables In this research, it consists of 3 indicators, where the indicator "Ability to work" consists of 5 questions or statement choices, the indicator "Contribution to organizational effectiveness" is measured through 8 questions, and the indicator "Deviant work behavior" is represented by 5 questions so that in total it consists of 18 statement.Respondents' responses to statements in the questionnaire to measure employee performance in the Central Unit of the Ministry of Industry is depicted in table 1.  1 shows that all performance indicators with a total of 18 characteristics are in the medium category.This shows that employee performance in general is not disappointing but is also nothing special.This is based on the value obtained from the average value of each sub-indicator.

Descriptive Analysis of Ethical Leadership
Ethical leadership variables in this study it consists of 5 indicators where each indicator consists of 2 questions or a choice of statements in the questionnaire so that in total it consists of 10 statements.  2 shows that the average results for all indicators have high values.Thus, it can be said that employees in the Central Unit of the Ministry of Industry have a strong perception of the quality of ethical leadership their superiors.This analysis is based on the value obtained from the average value of each statement that represents the indicator.
The creative work climate variable in this research consists of 6 indicators where each indicator consists of 2 choices of statements so that in total it consists of 12 statements.Respondents' responses to statements in a questionnaire to measure ethical leadership in the Central Unit of the Ministry of Industry is depicted in table 3.  4 shows the average results for each indicator with high values appearing for all indicators.Thus it can be said that employees at the Ministry of Industry haveself-efficacy tall.The average value of each statement representing the indicator is the basis for the analysis.

Descriptive AnalysisKnowledge Sharing
Variableknowledge sharing in this research it consists of 3 indicators where each indicator consists of 3 sub-indicators so that in total it consists of 9 statement choices.Table 4.10 shows respondents' responses to the statements in the questionnaire to measureknowledge sharing at the Central Unit of the Ministry of Industry.The results of the analysis in table 4.10 show that the variableknowledge sharing evenly has a medium value.Thus it can be said that practiceknowledge sharing at the Head Office of the Ministry of Industry has not been a concern, has not become an important matter or a relevant force.This analysis is based on the value obtained from the average value of each statement that represents the indicator.

Discussion 1. The Influence of Ethical Leadership onKnowledge Sharing
Ethical leadership, whether as a moral person or as a moral manager or leader, is to be a role model by inspiring and prioritizing ethical behavior, justice and integrity, as well as promoting ethical decision making.Knowledge sharing, on the other hand, refers to the process of exchanging information, ideas, and expertise among individuals in an organization.Ethical leadership plays an important role in shaping knowledge sharing practices in an organization.When leaders demonstrate ethical behavior and create a culture of trust and transparency, they encourage employees to engage in knowledge sharing activities.
Hypothesis testing proves that ethical leadership has a positive and significant effect at the middle level on knowledge sharing.The test results show conformity with the theoretical study used in this research.Thus, through the results of this research analysis, it can be ascertained that the stronger the quality of ethical leadership of superiors, the higher it will beknowledge sharing at the Head Office of the Ministry of Industry.The results of the analysis show that the willingness of superiors to communicate, especially to be willing to listen to subordinates and discuss the ethics and values of the agency related to their duties and functions with subordinates and to view their superiors as having concern for other people, influencesknowledge sharing.The analysis also shows that the leader's willingness to ask subordinates' opinions when making decisions and superiors who think about the best interests of subordinates act well and influenceknowledge sharing.

The Influence of a Creative Work Climate onKnowledge Sharing
Creative work climate refers to organizational characteristics perceived by its members in the organizational environment that encourage and support creativity, innovation, and the generation of new ideas.Knowledge sharing, on the other hand, involves the exchange and dissemination of information, expertise, and insights among individuals or groups within an organization.https://ijssr.ridwaninstitute.co.id/

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This research proves that creative work climate has a direct positive and significant effect at a moderate level on knowledge sharing.Thus, through the results of this research analysis, it can be ascertained that the stronger the creative work climate, the higher it will beknowledge sharing at the Head Office of the Ministry of Industry.The test results are in accordance with the theoretical studies used in this research.
The results of the analysis show that there is a sense of security in expressing one's thoughtsand offering a different point of view shows strong engagement, as well as acceptanceideas and suggestions well and attentively by superiors and colleagues influenceknowledge sharing.Besides that, resultsThe analysis also indicates that maintaining a high frequency of new things occurring as well as changes in ways of thinking and perspectives in handling problems that often occur in the workplace as well as a lively and positive energy workplace atmosphere that has occurred have reflected the implementation of a creative work climate well. is indispensable.

InfluenceSelf-efficacy toKnowledge Sharing
Self-efficacy refers to an individual's belief in their ability to successfully perform a specific task or achieve a desired outcome.When it comes to sharing knowledge, self-efficacy can have a positive impact in several ways.
This research proves that the third hypothesis is accepted.This is meaningful self-efficacy has a positive and significant effect at a moderate level on knowledge sharing.This proves that it is sustainableself-efficacy direct influence on knowledge sharing.Thus, through the results of this research analysis, it can be confirmed that it is getting strongerself-efficacy then the higher it isknowledge sharing at the Head Office of the Ministry of Industry.
The results of the research analysis show that it is in accordance with the theoretical study used in this research.In-depth analysis of theoretical studies can explain that individuals with high selfefficacy in a particular domain tend to have self-confidence in the knowledge and skills related to that domain.This belief drives them to share their knowledge with others, because they believe they have something valuable to offer.They are more likely to start conversations, contribute to discussions, and provide insight or expertise on specific topics.This willingness to share knowledge can create a positive environment for collaboration and learning.

The Influence of Ethical Leadership on Employee Performance
Ethical leadership refers to the practice of leading and influencing others while adhering to a set of moral principles and values.This practice involves demonstrating integrity, honesty, fairness, and responsibility in decision making and actions.The characteristics and qualities of an ethical leader are ideal for influencing employee performance.
This research succeeded in proving that the fourth hypothesis was accepted.This is meaningful Ethical leadership has a positive and significant effect with a high level of influence on employee performance.This proves that the sustainability of ethical leadership has a direct influence on employee performance.Thus, through the results of this research analysis, it can be ascertained that the stronger the ethical leadership, the higher the employee performance at the Head Office of the Ministry of Industry.The analysis illustrates that every ethical leadership policy and practice from superiors who think about the best interests of subordinates and ethical leadership characteristics that care about others have an effect on employee performance.

The Influence of a Creative Work Climate on Employee Performance
A creative work climate refers to an environment where individuals are encouraged and supported to think innovatively, generate new ideas, and take risks.Such an atmosphere can have a positive influence on employee performance in various mechanisms.

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The results of this research prove that the fifth hypothesis is accepted, showing that a creative work climate has a significant direct effect on employee performance.The sustainability of the creative work climate has a direct influence on employee performance.Thus, through the results of this research analysis, it can be ascertained that the stronger the creative work climate, the higher the employee performance at the Head Office of the Ministry of Industry.
The analysis illustrates that the atmosphere in the workplace feels relaxed, cheerful and fun and has a positive impact on employee performance.The analysis also shows that every policy and practice that maintains the continuity of a creative work climate which is indicated by the frequent occurrence of new things and changes in ways of thinking and perspective in handling problems that often occur in the workplace and the atmosphere in the workplace is lively and full of positive energy.directly towards employee performance.The results of the analysis are also in accordance with the theoretical studies used in this research.A creative work climate and innovation have direct and indirect effects on organizational performance (Shanker, Bhanugopan, Van der Heijden, & Farrell, 2017).Management support is an important condition for improving employee performance, such as organizational climate which greatly influences employee attitudes and behavior, its sustainability will move and improve employee performance (Diamantidis & Chatzoglou, 2018).Performance is closely related to how well something is done and rewards are related to how people are recognized for doing it (Armstrong & Taylor, 2014) which is very capable of being provided by a creative work climate.

InfluenceSelf-efficacy on Employee Performance
Self-efficacy is an individual's belief in their own ability to successfully perform a particular task or achieve a particular goal.It plays an important role in shaping employee performance and can have a positive impact on their work output.
This research succeeded in proving thatself-efficacy has a direct positive and significant effect with a high level of influence on employee performance.Thus, through the results of this research analysis, it can be confirmed that it is getting strongerself-efficacy the higher the performance of employees at the Head Office of the Ministry of Industry will be.
The results of the analysis illustrate that empowerment or improvement programsself-efficacy especially to strengthen personal qualities that generally believe they can handle whatever happens well and can find various ideas and solutions.The analysis also shows that hard efforts to always be able to solve difficult problems have an impact on employee performance.A deeper analysis illustrates more broadly howself-efficacy able to contribute to employee performance.Self-efficacy fall into the category of personal factors and play an important role in determining how individuals approach tasks, persevere in the face of challenges, and ultimately achieve desired outcomes.Study regarding howself-efficacy positively influencing employee performance can refer to or be associated with several theories and views of experts.

InfluenceKnowledge Sharing on Employee Performance
Knowledge sharing is the process by which individuals exchange information, expertise, and experience with others in an organization.Theoretical research shows that knowledge sharing has a significant positive impact on employee performance.Knowledge sharing should play an important role in the performance of employees and civil servants and can generally have a positive effect.
This research proves that statisticallyknowledge sharing has a significant negative direct influence at a moderate level of influence on employee performance.Thus every changeknowledge sharing will reduce the performance of employees at the Head Office of the Ministry of Industry.This unexpected result suggests the existence of problems such as how employees should continually Inrernational Journal of Social Service and Research https://ijssr.ridwaninstitute.co.id/IJSSR Page 2441 update their knowledge -which is made possible byknowledge sharing -related to work in order to contribute to the effectiveness of the organization, namely providing performance that is appropriate or even more than expected, but are reluctant to carry it outknowledge sharing or do it with inappropriate perceptions and methods.This negative influence is also made possible by a lack of relevance, where sharing knowledge that is irrelevant or not applicable to others can waste valuable time and resources.If civil servants share information that does not align with the needs or priorities of their colleagues or the organization, it can cause confusion, inefficiency, and reduced performance.

The Influence of Ethical Leadership on Employee Performance ThroughKnowledge Sharing
Ethical leadership refers to a leadership style that prioritizes ethical behavior, justice, and integrity, both in personal life and as a leader in an organization.This involves demonstrating positive modeling for employees and promoting ethical decision making throughout the organization.Knowledge sharing, on the other hand, refers to the process of exchanging information, ideas, and expertise among individuals in an organization.When ethical leadership and knowledge sharing are combined, both can have a positive impact on employee performance through work ability, contributing attitudes to organizational effectiveness, and especially avoiding deviant work behavior.
This research proves thatknowledge sharing statistically significantly negatively mediates the influence of ethical leadership on employee performance with a low level of influence.Thus each unit of ethical leadership changes throughknowledge sharing will reduce the performance of employees at the Head Office of the Ministry of Industry.
Research analysis shows that ethical leadership has a positive impact on employee performance, but the transmission of knowledge throughknowledge sharing did not improve this relationship appreciably.The results of the analysis show that leaders who discipline ethical violations but are less able to set an example, both in carrying out their personal lives in an ethical way and by giving examples of how to do things the right way in relation to ethics have the potential to weakenknowledge sharing and employee performance.(Asif, Qing, Hwang, & Shi, 2019)

The Influence of a Creative Work Climate on Employee Performance ThroughKnowledge Sharing
Creative Work Climate refers to an organizational environment that fosters creativity, innovation and open expression of ideas.This encourages employees to thinkoutside the box, take risks, and collaborate with others.Knowledge sharing, on the other hand, involves the exchange and dissemination of knowledge, information, and expertise among individuals within an organization.This research proves that statistically a creative work climate has a significant negative influence at a moderate level of influence employee performance throughknowledge sharing.Thus, any change in the creative work climate will reduce employee performance at the Head Office of the Ministry of Industry.
The analysis found several things, including the high probabilitytrust andopenness which should provide emotional security in work relationships as a prerequisite for a creative work climate, has obstacles in providing open and smooth communication in facilitating rolesknowledge sharing as mediation to improve performance.

InfluenceSelf-efficacy on Employee Performance ThroughKnowledge Sharing
Self-efficacy refers to an individual's belief in their ability to successfully perform certain tasks or achieve goals.It plays an important role in determining an individual's motivation, effort and perseverance in facing challenges in applying work skills and contributing to organizational effectiveness.

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Analysis of this research shows thatknowledge sharing statistically mediates the indirect effectself-efficacy on employee performance negatively and significantly with a low level of influence.Thus with increasingself-efficacy, employee performance throughknowledge sharing tends to reduce employee performance at the Head Office of the Ministry of Industry.
The results of this study were surprising because of the negative effectsself-efficacy on mediated employee performanceknowledge sharing.Further research analysis found several theoretical reasons that allow this to happen, including, first, fear of competition and social comparison (Crusius, Corcoran, & Mussweiler, 2022) When individuals haveself-efficacy high levels, they tend to have a strong belief in their own competence.This can lead to a fear of social comparison, where they hesitate to share their knowledge or ideas with others.

CONCLUSION
The results of research on employees at the Ministry of Industry's office can be concluded that ethical leadership has a significant positive direct effect on knowledge sharing at the Ministry of Industry's head office, creative work climate has a significant positive direct effect onknowledge sharing among civil servants,Self-efficacy significant direct positive effect onknowledge sharing among civil servants, ethical leadership has a significant direct positive effect on civil servant performance, creative work climate has a significant direct positive effect on employee performance in the civil service environment,Self-efficacy has a significant direct positive effect on employee performance among civil servants,Knowledge sharing has a significant negative direct influence on employee performance in the civil service environment.Ethical leadership has an indirect negative influence on employee performance throughknowledge sharing in the civil servant environment, the creative work climate has a significant negative effect indirectly on employee performance throughknowledge sharing in the civil service environment,Self-efficacy has a significant negative indirect effect on employee performance throughknowledge sharing.
These findings expand or complement the current literature, both in demonstrating a roleknowledge sharing asintervening in mediating ethical leadership, creative work climate, andselfefficacy with employee performance, as well as the surprising results of this researchknowledge sharing has a negative effect on employee performance, both directly and as a mediating variable in the civil service environment.The greater the Overconfidence, the greater the Investment Decisions.Financial Literacy indirectly has a positive and significant effect on Investment Decisions through Risk Tolerance in students of the Master of Management study program at National University.The greater it is Financial Literacy, Investment Decisions will increase through Risk Tolerance as an intervening variable.Investment Experience indirectly has a positive and significant effect on Investment Decisions through Risk Tolerance in students of the Master of Management study program at National University.The greater the Investment Experience, the more Investment Decisions will increase through Risk Tolerance as an intervening variable.Overconfidence indirectly has a positive and insignificant effect on Investment Decisions through Risk Tolerance in National University Master of Management study program students.High or low Overconfidence is not a benchmark for high and low Investment Decisions through Risk Tolerance as an intervening variable.Risk Tolerance has a positive and significant effect on Investment Decisions among students in the Master of Management study program at National University.The greater the Risk Tolerance, the greater the Investment Decisions.

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Respondents' responses to statements in a questionnaire to measure ethical leadership in the Central Unit of the Ministry of Industry is depicted in table 2.

Table 3 Description of Creative Work Climate Indicator Statement Items
Data processedLooking at table 4.8, the average results for all creative work climate indicators show high values.Thus, it can be said that employees in the Central Unit of the Ministry of Industry have a strong perception of this type of work climate in their workplace.This analysis is based on the value obtained from the average value of each statement that represents the indicator.Descriptive AnalysisSelf-efficacyVariableSelf-efficacy in this study it consists of 3 indicators where one indicator is represented by 4 statement choices while the other 2 have 3 sub-indicators so that in total it consists of 10 statement choices.Respondents' responses to statements in a questionnaire to measure ethical leadership in the Central Unit of the Ministry of Industry is depicted in table 4.