Etty Murwaningsari

The purpose of this study is to determine an index for loan loss provision as a new measurement and examine its effect on bank risk. The study also compared the results with a commonly used measurement, which is the ratio of loan loss provision (LLP). The population of this study is all conventional banks, including foreign banks with branch offices in Indonesia. The period of observation is from 2015 to 2018. The sample selection based on the purposive sampling method resulted in 86 banks. This study used panel data analysis. The data were collected from the annual reports of each bank and the website of the Financial Services Authority. The research findings show that the index of loan loss provision can decrease credit risk, liquidity risk, and operational risk. Meanwhile, the ratio of the loan loss provision only affects operational risk and does not affect credit risk and liquidity risk. The findings of this study suggest that the index for loan loss provision is more suitable to be used as an alternative measurement in the research design related to loan loss provision because the implementation of IFRS 9 requires more detailed disclosure of how banks estimate the amount of loan loss provision.

Optimized corporate performance assumes that financial and non-financial performance can be achieved through effective collaboration between leaders and employees. This study analyzes the mediation of employee engagement on the connection between dark side leadership and leader-member exchange on corporate performance in Indonesia. This study used a mixed methods approach by distributing questionnaires to 1,013 respondents consisting of supervisors and managers and conducting intensive interviews with 20 respondents with more than 25 years of work experience to strengthen the perception of answers. The paper uses multiple linear regression analysis. The regression results show that dark side leadership (β = –0.228, ρ = 0.000) and leader-member exchange (β = 0.424, ρ = 0.000) affect employee engagement. Next, leader-member exchange (β = 0.176, ρ = 0.008) and employee engagement (β = 0.391, ρ = 0.000) affect corporate performance, while dark side leadership has no effect (β = 0.020, ρ = 0.400). Finally, employee engagement mediates the effect of dark side leadership and leader-member exchange on corporate performance. This finding indicates that the comfort level of employees at work will decrease if a leader demonstrates a dark side behavior that can affect his/her performance, which later impacts corporate performance. Furthermore, the novelty contribution of dark side leadership measurements on the cultural and emotional dimensions can impact employee turnover intention. This study offers implications for practitioners to conduct selective assessments at the beginning of leader recruitment and control internal leader assessments to create effective organizational behavior.

Acknowledgment
This paper is not supported by grants or scholarship and is free from conflict of interest.