THE INFLUENCE OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLES ON EMPLOYEE ACCEPTANCE OF PREDICTIVE MAINTENANCE ANALYTICS: A CASE STUDY OF AN INDONESIAN MINING FIRM

• Main Author: Sujati, Wiwin
• Format: Dissertations
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/80200
• Institution: Institut Teknologi Bandung

This study represents an essential exploration into the connection between leadership impact and technological progress in high-risk sectors, focusing particularly on the Mining Companies (MNC). Unified Theory of Acceptance and Use of Technology (UTAUT) model consist of variables: performance expectancy, effort expectancy, social influence, and facilitation conditions. This action research focuses on UTAUT mobile apps implemented in predictive maintenance (PdM) with moderating variable leadership in the MNC. It aims to establish a foundation for future research that can address the unique challenges in different industries and develop leadership programs to foster a culture of innovation and technology adoption. Specifically, the research investigates the relationship between leadership styles and the adoption of new technologies, with a focus on PdM in mining companies, progressing through three critical stages to unravel the complex interplay between leadership dynamics and technology acceptance. In Phase 1, the study uncovers that while perceived benefits and ease of technology use are pivotal to its acceptance in the coal mining sector, social influence has a negligible impact. It reveals a marked preference for transactional leadership, particularly the use of contingent reward mechanisms, in enhancing technology adoption, over transformational leadership. The use of Artificial Neural Network (ANN) analysis in this phase provides robust insights into these complex relationships. Phase 2, utilizing Focus Group Discussions, sheds light on the significant knowledge gap among employees regarding PdM technology. The industry's organizational culture, predominantly transactional and reliant on reward and punishment systems, shows some presence of transformational leadership traits in specific divisions. However, barriers such as cultural diversity and varied motivation levels hinder the widespread adoption of transformational leadership, indicating a need for a shift in leadership styles and communication strategies to bridge the technology comprehension gap. The third phase of the research examines the interplay between leadership styles and organizational factors like autonomy and communication. Despite the industry's emphasis on innovation and trust, these elements demonstrate minimal direct influence on leadership styles. The findings emphasize the role of external factors and effort expectancy in shaping behavioral intentions, particularly in a transactional leadership setting. In summary, this research highlights the critical role of industry context in understanding the dynamics of leadership and technology acceptance in specialized sectors like MNC. It advocates for tailored leadership and technology adoption strategies that consider individual motivations, organizational culture, and industry- specific challenges. The study's multi-phased approach underlines the need for a comprehensive understanding of the complexities of leadership styles and technology acceptance, providing a structured path for navigating industry transformations. Future research should focus on the long-term effects of leadership interventions on technology adoption, evaluating changes in employee behavior and operational efficiency over time. Additionally, examining the influence of emerging technologies and digital literacy on the future of leadership and technology acceptance in the MNC would be beneficial.