The Effect of Digital Leadership and Knowledge Sharing on Innovative Work at PT. Bumi Karsa
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Abstract
This study examines the effects of Digital Leadership and Knowledge Sharing on employees' Innovative Work Behavior at PT Bumi Karsa, a construction company in Makassar, Indonesia. A quantitative explanatory research design with a cross-sectional approach was employed. The study population consisted of 375 employees, from which 194 respondents were selected using proportionate stratified random sampling. Data were collected through a structured questionnaire using a five-point Likert scale and analyzed using multiple linear regression. The analysis included classical assumption tests, partial t-tests, a simultaneous F-test, and the coefficient of determination. The results reveal that Digital Leadership has a positive and significant effect on Innovative Work Behavior (B = 0.296; β = 0.334; p < 0.001). Knowledge Sharing also demonstrates a positive and significant effect (B = 0.258; β = 0.236; p = 0.001). Furthermore, Digital Leadership and Knowledge Sharing simultaneously have a significant effect on Innovative Work Behavior (F = 29.086; p < 0.001). The model produces an Adjusted R² value of 0.225, indicating that both independent variables explain 22.5% of the variation in Innovative Work Behavior. Digital Leadership demonstrates a stronger relative contribution than Knowledge Sharing. These findings establish that leadership capabilities in digital environments and knowledge exchange are significant organizational factors associated with employees' innovative work behavior in the construction industry.
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