Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)
Vol. 03, No. 10, October 2023
e-ISSN: 2807-8691 | p-ISSN: 2807-839X
IJSSR Page 2430
https://doi.org/10.XXXXX/ijssr.xxxx.xx
This work is licensed under a Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)
The Influence of Ethical Leadership, Creative Work
Climate, and Self-Efficacy on Employee Performance with
Knowledge Sharing as an Intervening Variable
Cut Chandrika
1
, Irma Setyawati
2
Management Study Program, Faculty of Economics and Business, Universitas Nasional, Indonesia
Email: [email protected]
1
2
Keywords
ABSTRACT
Ethical Leadership, Creative Work
Climate, Self-Efficacy Employee
Performance, Knowledge Sharing
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.
INTRODUCTION
Human resources are the main pillar of an organization and an inseparable part of organizational
management. Human resource management today is increasingly complex due to developments over
time. The rapid, massive changes in technology, culture, demographics and economics that are
significant in today's knowledge-based economy, accompanied by intense global competition, challenge
every organization to lead, manage and empower its human resources with various new approaches to
be able to provide best contribution to the organization and vice versa, opinion from (Karabey &
Aliogullari, 2018); (Davidescu, Apostu, Paul, & Casuneanu, 2020); (Hanaysha, 2022). Leading, managing
and empowering human resources is also very important to improve the organization's core
competencies and support the organization so that it not only survives but also maintains a sustainable
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IJSSR Page 2431
competitive advantage in the global market based on the organization's maximum performance as an
accumulation of all the performance of its members. In order for performance to continue to increase,
strategic and operational steps must be determined and carried out consistently and consistently
(Osama F, El-Haddadeh, & Eldabi, 2019).
The performance of employees or employees in an organization which can be influenced by
external factors in the organizational environment and internal factors in the form of internal factors in
the organizational environment and internal factors of employees must be addressed appropriately.
Therefore, it is important to pay attention to internal and external factors. According to (Sandra, 2018);
(Nguyen, Yandi, & Mahaputra, 2020); (Carter, Nesbit, Badham, Parker, & Sung, 2018) and (Diamantidis
& Chatzoglou, 2018) internal factors include ability, knowledge, personality, work motivation, self-
efficacy, job satisfaction, pro-active attitude, commitment and discipline. Meanwhile, external factors
according to (Sandra, 2018) and (Diamantidis & Chatzoglou, 2018) include leadership, leadership style,
organizational culture, work climate, work environment, loyalty and work communication (Elqassaby,
2018). The performance of employees or employees has a positive impact on organizations, both
business organizations and the public sector. In carrying out their mandate, civil servants are the leaders
of public services dedicated by the government to the community, so they are often used as indicators
of the success of the government management system (Hasanudin & Budiharjo, 2021). However, it is a
reality that practices may differ greatly between private organizations and government organizations.
Government agencies and/or public organizations in various forms, levels and authorities are
essentially part of government with their own specificities or particularities in realizing the
government's vision and mission by implementing bureaucracy.
Research in various government agencies, both central and regional and their parts, shows that
civil servants as the main part of government and development implementers still prioritize
bureaucracy that prioritizes procedures over goals, authority over service, and tradition is more
important than adaptability. Bureaucratic services that make things more difficult than easier still
emerge, judging by the various complaints from the public (Sugiyono & Rahajeng, 2022). In 2018, the
Ministry of State Apparatus Empowerment and Bureaucratic Reform (KemenPAN-RB) revealed that
there were 30% or around 1.35 million civil servants (PNS) whose performance was classified as poor
(Okezone.com, 2018). These data are quite concerning and clearly show the importance and need for
bureaucratic reform, performance management and more reliable supervision. Apart from that, weak
discipline greatly influences the poor performance of civil servants and also results in abuse of authority
which leads to criminal matters (Fadil, 2020). "ethical violations are not necessarily legal violations, but
legal violations definitely violate ethics" (Djamil & Djafar, 2016).
As a government agency, the Ministry of Industry with several work units has certain main tasks
and functions related to the government's vision and mission regarding the Indonesian industrial world.
Of course, these results will be achieved through the performance produced by this ministry's
employees. The performance report of employees at the Ministry of Industry's Head Office to date shows
this gap (Hair, Risher, Sarstedt, & Ringle, 2019).
Based on research, it shows that the average performance of employees at the Head Office of the
Ministry of Industry. In 2019, the average employee performance was 92.7, decreased to 86.1 in 2020,
then increased to 90.1 in 2021 but did not reach the performance in 2019. In addition, during 2019 –
2021, the average average performance does not reach the targets that have been set. The decline in
average employee performance is most likely due to the Covid-19 pandemic. However, even though
Covid19 in 2020 has reduced or limited the elements of performance indicators due to the
implementation of work from home (WFH) and work from office (WFO) alternately, the decline in values
International Journal of Asian Education,
Cut Chandrika
1
, Irma Setyawati
2
IJSSR Page 2432
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/
IJSSR Page 2433
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.
Table 1
Description of Employee Performance
Indicator
Statement
Items
Score
Amount
Index
Category
1
2
3
4
Ability to
work
1
17
13
34
36
100
17
26
102
144
289
72,25
Currently
2
17
13
38
32
100
International Journal of Asian Education,
Cut Chandrika
1
, Irma Setyawati
2
IJSSR Page 2434
17
26
114
128
285
71,25
Currently
3
15
15
34
36
100
15
30
102
144
291
72,75
Currently
4
16
14
33
37
100
16
28
99
148
291
72,75
Currently
5
16
14
40
30
100
16
28
120
120
284
71
Currently
Contribution
to
organizationa
l effectiveness
6
16
14
38
32
100
16
28
114
128
286
71,5
Currently
7
14
16
39
31
100
14
32
117
124
287
71,75
Currently
8
16
14
35
35
100
16
28
105
140
289
72,25
Currently
9
18
12
41
29
100
18
24
123
116
281
70,25
Currently
10
18
12
38
32
100
18
24
114
128
284
71
Currently
11
16
14
30
40
100
16
28
90
160
294
73,5
Currently
12
13
17
30
40
100
13
34
90
160
297
74,25
Currently
13
17
13
38
32
100
17
26
114
128
285
71,25
Currently
Deviant work
behavior
14
18
12
30
40
100
18
24
90
160
292
73
Currently
15
14
16
31
39
100
14
32
93
156
295
73,75
Currently
16
8
22
33
37
100
8
44
99
148
299
74,75
Currently
17
11
19
37
33
100
11
38
111
132
292
73
Currently
18
12
18
34
36
100
12
36
102
144
294
73,5
Currently
Amount
1303,75
Rate-rate
72,43
Currently
Source: Primary data
Table 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.
Inrernational Journal of Social Service and Research https://ijssr.ridwaninstitute.co.id/
IJSSR Page 2435
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 2
Description of Ethical Leadership
Indicator
Statement
Items
Score
Amount
Index
Category
1
2
3
4
Integrity
19
6
9
39
46
100
6
18
117
184
325
81,25
Height
20
8
7
42
43
100
8
14
126
172
320
80
Height
Caring about
others
21
11
4
41
44
100
11
8
123
176
318
79,5
Height
22
9
6
49
36
100
9
12
147
144
312
78
Height
Fair and
responsible
23
6
9
37
48
100
6
18
111
192
327
81,75
Height
24
7
8
39
46
100
7
16
117
184
324
81
Height
25
9
6
42
43
100
9
12
126
172
319
79,75
Height
26
12
3
47
38
100
12
6
141
152
311
77,75
Height
Communicate
25
9
6
42
43
100
9
12
126
172
319
79,75
Height
26
12
3
47
38
100
12
6
141
152
311
77,75
Height
Discipline and
emphasize
ethical
standards
27
11
4
38
47
100
11
8
114
188
321
80,25
Height
28
7
8
46
39
100
7
16
138
156
317
79,25
Height
Amount
798,5
Rate-rate
79,85
Height
Source: Data processed
Table 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.
International Journal of Asian Education,
Cut Chandrika
1
, Irma Setyawati
2
IJSSR Page 2436
Table 3
Description of Creative Work Climate
Indicator
Statement
Items
Score
Amount
Index
Category
Challenge
29
8
7
42
43
100
8
14
126
172
320
80
Height
30
10
5
37
48
100
10
10
111
192
323
80,75
Height
Freedom
31
6
9
48
37
100
6
18
144
148
316
79
Height
32
8
7
40
45
100
8
14
120
180
322
80,5
Height
Trust /
openness
33
8
7
36
49
100
8
14
108
196
326
81,5
Height
34
6
9
47
38
100
6
18
141
152
317
79,25
Height
Playfullness
/ humor
35
11
4
35
50
100
11
8
105
200
324
81
Height
36
10
5
45
40
100
10
10
135
160
315
78,75
Height
Idea /
support
37
7
8
39
46
100
7
16
117
184
324
81
Height
38
9
6
45
40
100
9
12
135
160
316
79
Height
Dynamism /
liveliness
39
10
5
46
39
100
10
10
138
156
314
78,5
Height
40
6
9
42
43
100
6
18
126
172
322
80,5
Height
Amount
959,7
5
Rate-rate
79,98
Height
Source: Data processed
Looking 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-efficacy
VariableSelf-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.
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IJSSR Page 2437
Table 4
DescriptionSelf-Efficacy
Indicator
Statement
Items
Score
Amount
Index
Category
Goal setting
41
5
10
54
31
100
5
20
162
124
311
77,75
Height
42
8
7
42
43
100
8
14
126
172
320
80
Height
43
7
8
38
47
100
7
16
114
188
325
81,25
Height
44
6
9
45
40
100
6
18
135
160
319
79,75
Height
Invest effort
and
perseverance
in
45
5
10
40
45
100
5
20
120
180
325
81,25
Height
46
9
6
35
50
100
9
12
105
200
326
81,5
Height
face obstacles
47
8
7
44
41
100
8
14
132
164
318
79,5
Height
Recovery
from setbacks
48
7
8
39
46
100
7
16
117
184
324
81
Height
49
7
8
45
40
100
7
16
135
160
318
79,5
Height
50
7
8
42
43
100
7
16
126
172
321
80,25
Height
Amount
801,75
Height
Rate-rate
80,175
Source: Data processed
Table 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.
Table 5
DescriptionKnowledge Sharing
Indicator
Statement
Items
Score
Amount
Index
Category
Attitude
towards
knowledge
sharing
51
18
17
28
37
100
18
34
84
148
284
71
Currently
52
18
17
30
35
100
18
34
90
140
282
70,5
Currently
53
19
16
36
29
100
International Journal of Asian Education,
Cut Chandrika
1
, Irma Setyawati
2
IJSSR Page 2438
19
32
108
116
275
68,75
Currently
Subjective
norm about
knowledge
54
22
13
29
36
100
22
26
87
144
279
69,75
Currently
55
19
16
26
39
100
sharing
19
32
78
156
285
71,25
Currently
56
15
20
33
32
100
15
40
99
128
282
70,5
Currently
Intention to
shared
knowledge
57
18
17
33
32
100
18
34
99
128
279
69,75
Currently
58
15
20
34
31
100
15
40
102
124
281
70,25
Currently
59
21
14
38
27
100
21
28
114
108
271
67,75
Currently
Amount
629,5
Rate-rate
69,94
Currently
Source: Data processed
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.
2. 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.
Inrernational Journal of Social Service and Research https://ijssr.ridwaninstitute.co.id/
IJSSR Page 2439
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.
3. 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 self-
efficacy 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.
4. 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.
5. 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.
International Journal of Asian Education,
Cut Chandrika
1
, Irma Setyawati
2
IJSSR Page 2440
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.
6. 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.
7. 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
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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.
8. 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)
9. 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.
10. 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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1
, Irma Setyawati
2
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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, andself-
efficacy 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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