I. Ketut R. Sudiarditha

Organizations began adapting to remote working patterns in the early pandemic, while human resource management faces new challenges in adapting to these changes. Leadership is the key to maintaining and improving employee job performance. Therefore, this study aims to find effective new leadership styles for adapting to the new work era. The paper analyzed employee perceptions of the leadership style (transformational, servant, and empowering) and measured their effects on employee job performance in current conditions. The survey was conducted online among 387 employees who had worked for at least five years and at least two years had worked virtually in an automotive manufacturing company in Indonesia that had implemented a virtual work pattern for most of its employees. Then, the data were processed using SEM Amos 25.0. Subsequently, the results showed that employee job performance has two critical dimensions, courtesy and sportsmanship, and is positively and directly influenced by the new leadership style. This study found an effective new leadership style for virtual leadership in the automotive industry with nine dimensions: openness, orientation to problem-solving, freedom at work, inspirational motivation, intellectual stimulation, individualized consideration, coaching, participatory decision-making, and showing concern. The contribution of this study for organizational managers is as a soft reference for functional leadership competencies during the new work period and a new reference for leadership science in human resources management.

Type of the article: Research Article

Abstract
The purpose of this study is to examine the effects of transformational leadership and proactive personality on innovative work behavior, with knowledge sharing as a mediating variable, among Cinema XXI guide employees in Indonesia. This study was motivated by limited innovation and low willingness to share knowledge in the cinema service sector. A total of 350 guide employees from six regions in Indonesia were selected using proportional random sampling and surveyed via Google Forms. Guides were chosen due to their strategic role in direct customer interaction and competitive differentiation. Data were collected between July and August 2025 and analyzed using structural equation modeling with analysis of moment structures software. Transformational leadership (β = 0.312, p < 0.001) and proactive personality (β = 0.387, p < 0.001) positively influence innovative work behavior. Knowledge sharing was also significantly affected by both antecedents and emerged as a strong predictor of innovative work behavior (β = 0.445, p < 0.001). Mediation analysis shows that knowledge sharing partially mediates the relationship between transformational leadership and innovative work behavior (indirect effect = 0.136, 30.4% of the total effect) and between proactive personality and innovative work behavior (indirect effect = 0.149, 27.8% of the total effect). Overall, the findings support prior research and emphasize the importance of leadership and individual proactivity in fostering knowledge sharing and enhancing innovative work behavior among Cinema XXI guide employees.

Acknowledgments
We gratefully acknowledge the management and employees of Cinema XXI (PT Nusantara Sejahtera Raya, Tbk) for their participation and support in this research. We also thank the anonymous reviewers for their constructive feedback that significantly improved this manuscript.