Aug 2026· Proceedings of the International Conference on Rural Development and Entrepreneurship (ICORE)· Vol 8, pp. 44-56· 0 citations· 18 references
Abstract
Purpose – This study aims to bridge two seemingly contradictory leadership paradigms—talent management (merit-based) and populist leadership (accessibility-based)—into an integrated transformational mindset model for enhancing employee retention in developing regions. Drawing on data from local government in Indonesia, the research addresses a critical gap: how can public sector leaders simultaneously develop high-potential employees while remaining accessible and responsive to all staff?
Methodology – A sequential explanatory mixed-method design was employed. Quantitative data were collected from 442 civil servants across 25 regional work units in DKI Jakarta, Indonesia (January–April 2026). Structural equation modeling (PLS-SEM) was used to test the hypothesized relationships. Qualitative data were gathered through semi-structured interviews with 12 senior HR officials and agency heads to triangulate findings.
Findings – The results reveal that a talent-based transformational mindset significantly enhances modern HRM practices (β = 0.58, p < 0.001) and psychological ownership (β = 0.47, p < 0.01). Populist-oriented leadership directly strengthens employee–organization value congruence (β = 0.53, p < 0.001) and indirectly improves retention through trust in leadership (β_indirect = 0.38, p < 0.001). The interaction effect between talent-based mindset and populist mindset on retention was significant (β = 0.16, p < 0.01), indicating complementarity rather than substitution. Notably, retention was highest (mean = 5.94) when employees perceived their leaders as high on both dimensions.
Originality/Value – This study makes three original contributions to rural development and entrepreneurship literature. First, it reconciles the false dilemma between merit-based talent systems and accessible, people-centered leadership—a critical insight for developing regions where both institutional capacity and social trust are limited. Second, it provides a validated measurement model that can be replicated in other developing region contexts. Third, it offers actionable policy recommendations for local governments seeking to retain qualified civil servants while maintaining accountability to communities.
Practical Implications – For local governments in developing regions, the findings suggest that employee retention strategies cannot rely solely on HR systems or relational leadership alone; both are necessary and complementary. The integrated model offers a practical framework for leadership development programs tailored to rural and peri-urban contexts.
This study investigates employee commodification within Talent Management (TM) practices in tourism and hospitality organizations in Semarang Regency, Indonesia, using a critical phenomenological approach. While TM is widely promoted as a strategy for developing high-performing employees, it may also create unequal treatment by reducing individuals to organizational resources. This qualitative study collected data through semi-structured in-depth interviews and participant observation involving eight purposively selected participants. Data were analyzed using Interpretative Phenomenological Analysis (IPA) combined with Critical Discourse Analysis (CDA) to explore participants’ lived experiences and the power relations embedded in organizational practices. The findings reveal five superordinate themes: identity instrumentalization through talent labeling; unequal access to development opportunities and organizational resources; reduction of employees’ value to measurable performance; adaptive responses expressed through active acceptance, strategic negotiation, passive resistance, and exit voice; and the moderating role of Javanese organizational culture, which encourages indirect expressions of dissatisfaction and conflict avoidance. These findings demonstrate that TM practices may simultaneously support organizational performance while reinforcing subtle forms of inequality and commodification. The study contributes to the development of a more inclusive, culturally sensitive, and socially just Talent Management framework by emphasizing employee dignity, equitable development opportunities, and organizational justice. The findings also provide practical implications for organizations in designing fairer TM policies that balance business objectives with employee well-being.
Dikka Aditya Dwi Fajar, Dyah Palupiningtyas· Journal of Management and Cr...· 0 citations
Given the changes in the work system, talent mobility, and employee expectations that were brought on by post-COVID-19, employee retention has emerged as a strategic sustainability concern, especially for service-sector organizations. This study uses Social Exchange Theory, Organizational Support Theory, and Transformational Leadership Theory as its foundation to examine how training and development (T&D) and transformational leadership (TL) influence employee retention (ER) through organizational citizenship behaviour (OCB), and how supportive work environment (SWE) as part of Sustainable Development Goal 8 moderates the process of developing citizenship behaviour. It is a quantitative, cross-sectional design, and the model has been tested using structural equation modelling (SEM) containing 384 participants from the service sector. The measurement model is reliable and valid, given that Cronbach's alpha values are between .858 to .884, composite reliability values are greater than .50, and the average variance extracted (AVE) values range from .899 to .915. The structural model accounts for 39.2% of the variance in OCB and 49.6% of the variance in ER. Factors that significantly predicted OCB were T&D (β = .330, p < .001) and TL (β = .312, p < .001). ER (β = .522, p < .001) was also highly correlated with OCB. SWE had a positive effect on T&D–OCB (β = .139, p = .001) and TL–OCB (β = .096, p = .027). Furthermore, bootstrapping showed that the relationship between T&D and ER and TL and ER were mediated by OCB. The study has implications for sustainable HRM as it demonstrates that training and leadership alone cannot lead to retention, but they can lead to citizenship behaviour when embedded in a decent, fair, and psychologically supportive work environment.
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Sobia Iqbal, Muhammad Zahir Hussain· Journal of Business Insight...· 0 citations
This qualitative study investigates how merit-based talent management influences leadership continuity in public sectors, mediated by organizational justice, among civil servants (ASN) in Tasikmalaya City Government, Indonesia. Using narrative inquiry, data from semi-structured interviews with four informant groups (promoted/non-promoted ASN, talent managers, senior leaders) and policy documents underwent thematic analysis via open, axial, and selective coding. Findings indicate formal merit mechanisms (talent mapping, 9-box matrix, talent pool, succession planning) are partially implemented, undermined by non-merit factors (personal ties, politics), yielding pseudo-meritocracy. Weak procedural justice due to transparency deficits—erodes trust, heightens leadership mismatches, disrupts continuity, and fosters demotivation/cynicism. We propose an integrative model linking meritocracy, justice, and continuity, advancing public sector governance literature.
Dede S.IP, Rahadian Mahardika Pratama, Zamzam Zamaludin Yusu· The International Conference...· 0 citations
This study aims to examine how transformational leadership (TL) and authoritarian leadership (AL) relate to family firms' entrepreneurial orientation (EO), specifically innovativeness, proactiveness and risk-taking and whether these relationships vary across cultural contexts.
The study uses survey data from 2,439 family-business leaders in 70 countries. The model is estimated using PLS-SEM, followed by multi-group comparisons across five cultural clusters.
TL is positively associated with innovativeness and proactiveness in all profiles and, unexpectedly, with risk-taking – especially in high-uncertainty-avoidant or short-term-oriented settings (e.g. France/Japan; India/Saudi Arabia). AL is positively related to proactiveness and risk-taking in most profiles and enhances innovativeness in long-term, hierarchical East/Southeast Asian contexts (e.g. China/Singapore).
We expand on upper echelons theory by opening the black box in family firms. We move beyond identifying outcomes to showing the internal mechanisms through which leadership styles are shaped and filtered by family dynamics. In doing so, we offer a more context-sensitive theoretical interpretation of how leaders' characteristics translate into strategic behaviors in family firms.
The findings suggest that family-firm boards and decision-makers should align leadership approaches with cultural conditions. TL can support innovativeness and proactiveness across contexts, whereas AL may facilitate coordinated action and risk-taking in settings where hierarchy and clear authority are culturally accepted.
Given that family businesses are the most prominent organization worldwide, understanding how they remain competitive is crucial to their regional economies.
The study positions leadership style as an antecedent of EO in family firms and identifies culture-specific boundary conditions for these relationships. In doing so, it extends upper echelons theory beyond demographic proxies by emphasizing leadership behavior and cultural context.
Ana C. González, Juan M. Gómez, Yeny E. Rodríguez· Cross Cultural & Strateg...· 0 citations
Purpose: This study investigates adaptive leadership strategies for managing generational diversity (Generation X, Millennials, and Generation Z) within the context of local public bureaucracy, using a mixed-methods case study of the Department of Population and Civil Registration in Nias Regency. It examines how leadership practices respond to different values, communication styles, and work expectations across generations in public institutions.
Research Methodology: A mixed-methods approach with an exploratory sequential design (QUAL, then QUAN) was employed. The qualitative phase used semi-structured interviews with three key informants (the department head and two division heads), while the quantitative phase administered a structured survey to 50 employees across generational cohorts. Qualitative data were analyzed using thematic analysis across ten leadership domains, and quantitative data were analyzed using descriptive, correlation, and regression analyses, with the two strands being integrated through triangulation.
Results: The findings revealed that adaptive leadership, manifested through flexible decision-making, empathetic cross-generational communication, and competency-based empowerment, fostered an inclusive environment, enhanced work engagement, and reduced intergenerational conflict.
Conclusions: Adaptive leadership transforms generational diversity into social capital, thereby enhancing organizational performance and cohesion in multigenerational public sector environments.
Limitations: This study focused on a single case in Nias Regency, which may limit the generalizability of the findings to other local government agencies or regions.
Contributions: This study provides insights for public sector management in Indonesia on leveraging flexible leadership models and adaptive skill training to bridge generational gaps and optimize organizational effectiveness.
Unknown authors· Annals of Human Resource Man...· 0 citations
Developing a sustainable managerial pipeline for black hospitality employees is crucial to establishing a more inclusive, equitable environment. This study aims to identify and assess barriers and facilitators that influence leadership self-efficacy, retention and intent to apply for leadership roles.
This study used an exploratory sequential mixed-methods design with black hourly hospitality employees. Study 1 (n = 20) conducted online structured interviews to identify barriers and facilitators to leadership. Partial least squares - structural equation modeling was used in Study 2 (n = 145) to test the effects of identified facilitators, and in Study 3 (n = 167) to test the effects of identified barriers on pipeline outcomes.
Seven themes emerged from the interviews. Quantitative results showed mentorship (theme 1), Employee resource groups (theme 2a), inclusive culture (theme 2 b), development (theme 3), help-seeking (theme 4a) and self-leadership (theme 4 b) improved leadership intent, retention and leadership self-efficacy. Customer-oriented racism (theme 5a), organizational-oriented racism (theme 5 b), evaluation bias (theme 6), generational conflict (theme 7a), ignorance excuse (theme 7 b) and stereotyping (theme 7c) negatively impacted all three outcomes.
By identifying barriers and facilitators to leadership, the study illustrates why black employees remain underrepresented. Systemic issues, not employee aspirations, are the primary issue for the chronic underrepresentation.
This study takes an unconventional, bottom-up approach to examining the underrepresentation of black employees in leadership. Attribution theory is extended to include organizational attributes that lead to perceptions of success and failure.
Michelle Russen, Delton Gerard, Miranda Kitterlin-Lynch· International Journal of Con...· 0 citations
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