Sodiq, Ahmad; Ra nasa i, Ri in T i; Mawa di, Im on
A icle
Analysis o he e ec o Islamic Leade ship and Job
Sa is ac ion on sha ia engagemen and employee
pe o mance o Islamic Banks in Indonesia
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Sodiq, Ahmad; Ra nasa i, Ri in T i; Mawa di, Im on (2024) : Analysis o he e ec
o Islamic Leade ship and Job Sa is ac ion on sha ia engagemen and employee pe o mance o
Islamic Banks in Indonesia, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis,
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Analysis o he effec o Islamic Leade ship
and Job Sa is ac ion on sha ia engagemen
and employee pe o mance o Islamic Banks in
Indonesia
Ahmad Sodiq, Ri in T i Ra nasa i & Im on Mawa di
To ci e his a icle: Ahmad Sodiq, Ri in T i Ra nasa i & Im on Mawa di (2024) Analysis o
he effec o Islamic Leade ship and Job Sa is ac ion on sha ia engagemen and employee
pe o mance o Islamic Banks in Indonesia, Cogen Business & Managemen , 11:1, 2362772,
DOI: 10.1080/23311975.2024.2362772
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2024, VoL. 11, no. 1, 2362772
Analysis o he e ec o Islamic Leade ship and Job Sa is ac ion on
sha ia engagemen and employee pe o mance o Islamic Banks in
Indonesia
ahmad sodiqa, Ri in i Ra nasa ib and im on Mawa dib
asha ia economics-Facul y o economics and Business, uni e si as ai langga, indonesia; bDepa men o sha ia
economics-Facul y o economics and Business, uni e si as ai langga, indonesia
ABSTRACT
his s udy aimed o analyze he e ec o islamic leade ship and Job sa is ac ion on
sha ia engagemen and employee Pe o mance o build a model linkage capable o
enhancing he pe o mance o islamic banks in indonesia, which can be implemen ed
h ough manage ial o in e nal policies. his is quan i a i e esea ch wi h da a collec ed
by dis ibu ing ques ionnai es o 400 employees o islamic Bank in indonesia and
analyzed using he seM. he esul showed ha islamic leade ship signi ican ly a ec s
sha ia engagemen and Job sa is ac ion. Job sa is ac ion also has a signi ican e ec on
sha ia engagemen , and sha ia engagemen has a signi ican e ec on employee
Pe o mance. Meanwhile, islamic leade ship and Job sa is ac ion do no ha e he
abili y o signi ican ly impac employee Pe o mance. he ela ionship be ween hese
a iables shows ha he islamic leade ship model alone is no enough o imp o e
employee Pe o mance. i s implemen a ion ends o a ec Job sa is ac ion and inc ease
sha ia engagemen , he eby a ec ing employee Pe o mance. Meanwhile, he indica o
o Belie in supe ision om allah sW , has he smalles loading ac o alue. i
indica es ha he ukh awi dimension was no p ope ly implemen ed. his is a signi ican
ask o islamic banking in indonesia o be pe cei ed as a p oduc label and an in eg al
dimension o employees. s udy limi s: Focus on speci ic a iables, excluding ac o s like
in e nal ma ke ing and employee wel a e. Da a co e s a h ee-yea pe iod o sha ia
Banking employees, no ully cap u ing ela ionships o hose wi h less expe ience.
neglec s cul u al aspec s in islamic banking managemen , o e ing an incomple e iew
o wo k cul u e in indonesian islamic banks.
1. In oduc ion
islamic banking is a business ins i u ion ha ope a es in acco dance wi h sha ia p inciples. he e o e,
asides om ob aining ma e ial bene i s, i s main goal is he ukh awi. his is ealized h ough applying
business e hics ha a e in acco dance wi h islamic law ( iby & g ais, 2015), such as he p ohibi ion o
in e es ( iba), inancing companies ha p oduce illici goods, and in es ing in secu i ies ha a e no
included in he sha ia c i e ia.
as he la ges Muslim coun y globally, indonesia is a po en ial ma ke o islamic banking. he e o e,
a ious policies ha e been implemen ed by he go e nmen o imp o e he pe o mance o his business
ins i u ion. By 2024, indonesia is a ge ed o become he cen e o he wo ld’s islamic economy, wi h he
inclusion o s eng hening he islamic inance sec o as he second o he 4 ocuses o he indonesian
islamic Financial a chi ec u e Mas e plan (MaKsi) om 2019 o 2024 (Bappenas, 2018). howe e ,
non-Pe o ming Financing (nPF) and Re u n o asse s (ROa) a e s ill homewo k o islamic banking.
Based on da a om he OJK, in he las 10 yea s he nPF o sha ia banking was s ill ela i ely high and
he ROa a io o sha ia banking was no be e when compa ed o con en ional banks in he same pe iod
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Ri in i Ra nasa i i insa i@ eb.unai .ac.id Depa men o sha ia economics-Facul y o economics and Business, uni e si as
ai langga, indonesia.
h ps://doi.o g/10.1080/23311975.2024.2362772
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 1 May 2022
Re ised 27 Ma ch 2024
accep ed 29 ap il 2024
KEYWORDS
islamic leade ship; job
sa is ac ion; sha ia
engagemen ; employee
pe o mance; islamic
banking
REVIEWING EDITOR
hui en (helen) cai,
Middlesex Uni e si y
Business school, Uni ed
Kingdom
SUBJECTS
Financial Managemen ;
Public Managemen ;
Public adminis a ion &
Managemen
2 a. sODiQ e al.
(OJK), 2023). his shows ha he pe o mance o sha ia banking is s ill below ha o con en ional bank-
ing (OJK, 2023).
he main a ibu es needed o imp o e he pe o mance o islamic banks include human esou ces,
p oduc i e a i udes and beha io s, and manage ial skills (Dha ma, 2018). he e o e, he 2 aspec s o
ope a ional managemen capabili ies and mo al cha ac e in acco dance wi h islamic alues a e a i-
bu es ha need o be possessed by e e y islamic Bank hR o achie e he p oclaimed a ge s.
imp o ing employee pe o mance in acco dance wi h good managemen is mainly ealized h ough
leade ship s yle. nasu ion e al. (2020) epo ed ha his equi es mo e han maximizing 1 o he an eced-
en a iables. Many componen s ha e an inc easingly signi ican e ec on employee pe o mance.
Xan hopoulou e al. (2009) s a ed ha good managemen aims o de elop a s ong cul u e wi hin he
o ganiza ion o company.
s ai s and galpin (2006) s a ed ha he de elopmen o quali y ela ionships wi h colleagues signi i-
can ly a ec s employee engagemen . Meanwhile, a ans o ma i e leade ’s ac ion igge s a posi i e
socio-emo ional clima e (Xan hopoulou e al., 2009).
employee engagemen is a measu e o he company’s success in handling p oblems ega ding human
esou ce managemen (Buil e al., 2019). i also in ol es he anscenden al ealm (habluminallah) o
sha ia commi men , which has g ea po en ial o spu employee pe o mance.
he islamic leade ship model is no a gua an ee o imp o e employee pe o mance. his is in
line wi h sani and Maha ani ekowa i (2020) ha i has an indi ec e ec . o de e mine he impac
o human esou ce managemen in hese banks, i is necessa y o asce ain he a iables ha ha e
bo h di ec and indi ec e ec s. Ra nasa i (2014) disco e ed ha in e nal ma ke ing and islamic
leade ship impac employee pe o mance. howe e , his is a ec ed by he applica ion o app op i-
a e sha ia alues.
acco ding o eliyana e al. (2019), he ans o ma i e leade ship model di ec ly and signi ican ly a ec s
job sa is ac ion. howe e , i has an insigni ican impac on pe o mance when i is in e ened by
employee commi men . Buil e al. (2019) epo ed ha employee engagemen ully media es he ela-
ionship be ween ans o ma ional leade ship and employee beha io and pa ially media es ha
be ween hei pe o mances.
he ea lie men ioned esea ch s a ed ha employee pe o mance is a ec ed by leade ship, job sa is-
ac ion, and employee engagemen . as an ins i u ion which managemen is based on he islamic con-
cep , hese banks a e insepa able om ce ain habi s because wo k cul u e is a ec ed by alues, spi i ual
belie s, and some o m o i uals (schein, 2004). he e o e, i is impossible o igno e he accompanying
sha ia aspec s in examining he e ec o employee pe o mance.
he majo p oblem aced is how o mo i a e sha ia engagemen h ough islamic leade ship and o he
a iables. none o he p elimina y esea ch comp ehensi ely examined he an eceden s o employee pe -
o mance and islamic alues inhe en in he human esou ces o ganiza ion as an insepa able uni . his
shows ha he e is a need o imp o emen in emb acing app op ia e wo k e hics and cul u e, which
has bo h wo ldly and he ea e o ien a ion. acco dingly, he objec i e o his esea ch is o ‘build a model
ha links islamic leade ship, Job sa is ac ion, and sha ia engagemen o imp o e employee Pe o mance
in islamic banks.
Re e ing o he desc ip ion o he condi ion o sha ia banking in indonesia, he challenge o sha ia
banking in indonesia is how o imp o e he pe o mance o sha ia banks h ough p ope managemen
o human Resou ces (hR) in acco dance wi h islamic alues. Meanwhile, un il now he e has been no
esea ch ha has examined he an eceden s o islamic bank employee pe o mance in a comp ehensi e
manne , namely as a uni ha canno be sepa a ed om islamic alues, whe he inhe en in he o gani-
za ion o he human esou ces who wo k in i . his shows ha he e is s ill oom o s a egic e o s o
imp o e he pe o mance o islamic bank employees in indonesia. he e o e, i is impo an o build a
model link be ween islamic leade ship, sha ia engagemen and job sa is ac ion o be able o imp o e
he pe o mance o sha ia banking employees in indonesia which can be implemen ed h ough mana-
ge ial policies o o he policies.
P ac ically, his esea ch also has bene i s in helping islamic banking make be e decisions. Wi h a
be e unde s anding o he subjec o his esea ch, islamic banking can iden i y, add ess and p e en
p oblems ela ed o imp o ing employee pe o mance. his will help sha ia banking o de elop employee
cOgen BUsiness & ManageMen 3
pe o mance imp o emen s a egies ha a e buil on islamic p inciples, he eby p o iding a posi i e
impac on he de elopmen o he bank o achie e be e o e all pe o mance.
2. Backg ound
2.1. Islamic leade ship
leade ship is in e p e ed as an emo ional p ocess de eloped h ough social in luence, o ins ance, an
indi idual’s abili y o ask o help and suppo om o he s o ul ill ce ain asks (Jenni e , 2000). s one
e al. (1995) desc ibed i as a p ocess ha di ec ly a ec s he ac i i ies o i s membe s.
as a -ul-haq and anwa (2018) dis inguished he no ion o leade ship in o 2 ( wo) models o concep s,
namely as a p ocess and an a ibu e. as a p ocess, i is usually ocused on he leade s’ beha io s, in
which hey use hei powe o s eng hen and a i m o ganiza ional goals. hey also mo i a e hei
employees, subo dina es, o he people being led, o achie e se goals and help c ea e a p oduc i e
cul u e.
Meanwhile, as a ibu es, leade ship is in e p e ed as a collec ion o cha ac e is ics ha a leade needs
o possess. his indica es hey need o ha e he abili y o in luence someone’s beha io (o he s) wi hou
using iolence o physical coe cion o be accep ed (as a -ul-haq & anwa , 2018).
leade ship is ealized om he p ocess o he dynamics o social o ganiza ion o in e ac ion (Meye &
allen, 1997). Meanwhile, wi hou a leade , he g oup is bound o expe ience disin eg a ion. hei absence
makes i di icul o he subo dina es o achie e se goals.
he leade ship p ocess and manage ial ac i i ies such as planning, di ec ing, o ganizing, and con-
olling a e insepa able (Fiedle , 1967). howe e , Robbins and Judge (2007) epo ed ha managemen
closely ela es o he s a egy adop ed o sol e p oblems and o e come changes. his cla i ies ha lead-
e ship is closely ela ed o he company’s ision. Managemen is also associa ed wi h applying he lead-
e ’s s a egy.
likewise, Mullins (2005) s a ed ha managemen has a close ela ionship wi h planning, o ganizing,
di ec ing, and con olling he ac i i ies ca ied ou by i s employees. leade ship ocuses mo e on com-
munica ing, mo i a ing, and p omo ing hem o ac op imally o ealize planned goals (he ianing um
e al., 2019).
acco ding o he islamic iew, i is e e ed o as ‘Wilayah’, ‘ Imamah’, and ‘Khila ah’. islamic leade ship
does no depend on legi ima e adi ional au ho i ies, a he i is subjec o a a ional-legal sys em based
on uni y, he ecogni ion o one god, and he exempla y li e o P ophe Muhammad. he e o e, i is
impo an o imp o e he ex e nal o ‘e hical’ cha ac e iza ion by espec ing he leade ship p o o ype
s a ed in he Qu ’an, sunnah, and hadi h (almoha by & neal, 2013).
he islamic leade ship model guides, di ec s, and d i es bo h he leade and he membe s owa ds
he pa h blessed by allah sW (Moghimi, 2018). in acco dance wi h he unde s anding o islam, i s o i-
en a ion is solely o he pleasu e o allah sW .
he spi i ual-based leade ship concep is a de elopmen o he exis ing model wi h mo e speci ic
alues ela ing o islam (F y, 2003). his is impo an and has been in exis ence o mo e han 1500 yea s.
in ac , since he eme gence o P ophe Muhammad, saW p esumed o be esponsible o i s implemen-
a ion, based on guidance om he Qu ’an and sunnah.
leade ship is in e p e ed as a o m o sac i ice and us ha needs o be p ope ly main ained
(Den e al., 2005). i is no desc ibed as he a bi a iness o ac , a he i has he au ho i y o p o ec ,
se e and ac ai ly. his leade ship model is based on us , since i y, and jus ice (almoha by &
neal, 2013).
galanou and Fa ag (2018) epo ed ha islamic leade ship is posi i ely and signi ican ly ela ed o
pe cei ed e ec i eness and inno a i e ou comes. in addi ion, he indings e eal ha i is posi i ely
co ela ed wi h ans o ma ional, e hical, and au hen ic leade ship s yles and nega i ely ela ed o he
ansac ional ype.
Based on he a o emen ioned heo e ical e iew, i was concluded ha islamic leade ship is he abili y
o in luence employees o achie e se goals by managemen based on he no ms o he Qu ’an and
hadi h as well as he beha io o he P ophe saW in daily p ac ice.
4 a. sODiQ e al.
2.2. Job sa is ac ion
employees eel job sa is ac ion due o ce ain unde lying ac o s (nasu ion e al., 2020). hey a e usually
com o able and highly loyal, which is pe cei ed as a e lec ion o hei eelings owa ds hei wo k
(sche me ho n e al., 2012). i depends on he indi idual’s na u e and he job si ua ion (Ra nasa i,
gunawan, bin abu alib, e al., 2020). each employee expe iences a di e en le el o job sa is ac ion
based on hei in e es s and expec a ions (nelson & Quick, 2012).
Da is (2010) desc ibed job sa is ac ion as a eeling o p o ide suppo . Wexley and Yuki (1998) de ined
i as he way employees eel abou hemsel es, and his is de e mined by he job and ce ain
ci cums ances.
along wi h he apid echnological de elopmen , all kinds o job equipmen a e manu ac u ed o
accele a e and simpli y mechanisms o p o ide be e and quali y p oduc ion, al hough, human esou ces
play an impo an ole. he e o e, no ma e he planning, o ganiza ion, o supe ision, assuming employ-
ees ail o ca y ou hei du ies since ely wi hou coe cion, he company ends no o ge he desi ed
esul s (Meye & allen, 1997).
Fo una ely, when associa ed wi h islamic alues, job sa is ac ion igge s ce ain eelings such as
pa ience, g a i ude, and since i y (al-aida os e al., 2013). in eali y, hese 3 a e closely ela ed o p ob-
lems ha o en a ise a wo k, speci ically job sa is ac ion.
Wo king wi h since i y, pa ience, and g a i ude is no a gua an ee o inc ease ou pu . howe e , as a
p ocess, he applica ion o hese 3 aspec s adds mo e alue. By being since e accompanied wi h a sense
o pa ience and g a i ude, a ce ain sa is ac o y le el is ob ained a he han only ou pu .
any wo k based on insince i y, impa ience, and ing a i ude causes employees o be unable o p ope ly
comple e hei du ies, i espec i e o he ac ha he ou pu and a ge a e me . howe e , he ou come
b ings abou eelings o ange and a igue. hese 3 aspec s o e a posi i e and mo i a ing au a o he
employees and e en hose a ound hem (nasu ion e al., 2020).
employees need o be able o accep bo h success and ailu e o discha ge ce ain asks. he e o e,
hey mus always be g a e ul and no compa e hemsel es wi h he uppe classes ( i Ra nasa i
e al., 2018).
in his e a o job compe i ion, since i y, pa ience, and g a i ude a e pe cei ed as a challenge and
ce ainly di icul o ealize. Zain e al. (2015) s a ed ha o indi iduals o achie e success and become
mo e p oduc i e a wo k, hey need o achie e he abo e a ibu es.
nas (1984) s a ed ha g a i ude maximizes po en ial ega ding a pe ec physique. he senses gi en
by allah sW need o be p ope ly u ilized by humans. he conscious s a e o sel -possession is pe cei ed
as a o m o g a i ude o gene ally as e ec i ely and e icien ly u ilized gi s.
he igh a i ude is o be pa ien and since e while paying a en ion o ce ain po en ials, comple ely
unde s anding he condi ion, no being abso bed in he shackles o sadness and excessi e pleasu e, no
easily discou aged o gi ing up in some ci cums ances, he eby esul ing in s ess which inally leads o
nega i e beha io and he in ension o ha m onesel and e en o he s (sedianingsih e al., 2019). his
simply implies a pa ien a i ude ull o c ea i i y, op imism, cou age, and de e mina ion (nas , 1984). i
also leads o employees’ awa eness, allowing hem o make ce ain decisions. his is in luenced by he
c ea ion o an ideal wo k en i onmen .
Based on he ea lie men ioned desc ip ion, i was concluded ha job sa is ac ion is no me ely a
ma e ial app ecia ion o p omo ion gi en by he wo kplace. howe e , i is cha ac e ized by a sense o
pa ience, since i y, and g a i ude in an islamic pe spec i e.
2.3. Sha ia engagemen
acco ding o Khan (2016), employee engagemen is a combina ion o cogni i e and emo ional an eced-
en a iables in he wo kplace. his linea unc ion in ol es i s membe s, he eby ensu ing he o ganiza-
ion unc ions as expec ed (ha e e al., 2002). a sense o engagemen is also pe cei ed h ough posi i e
beha io ela ed o en husiasm o men al s eng h, dedica ion, and abso p ion (Rameshkuma , 2019).
engagemen is a comp ehensi e concep a ec ed by se e al ac o s, including wo k cul u e, commu-
nica ion be ween employees wi hin he o ganiza ion, manage ial and leade ship models ha gene a e
cOgen BUsiness & ManageMen 5
us and app ecia ion and boos he company’s epu a ion (lockwood, 2007). he e o e, employee
engagemen is in e p e ed as a wo-way ela ionship be ween supe io s and employees, as well as a
posi i e a i ude owa ds he wo kplace and i s alues. hese employees ealize ha imp o ing hei
pe o mance is o he o ganiza ion’s bene i .
employee engagemen is also a ec ed by ce ain a ibu es, such as in eg i y, building good com-
munica ion in he in e nal sec o , and upda ing he wo k cul u e. a posi i e ela ionship is desc ibed
as a condi ion whe e employees ha e a special connec ion wi h he wo k en i onmen , enabling hem
o adop all necessa y measu es and con ibu e op imally o he o ganiza ion’s p og ess
(Rameshkuma , 2019).
employee engagemen is also ela ed o he mood, pe sonali y, and ac ions execu ed in he wo k-
place, as well as de eloping a consis en ela ionship wi h he company’s pe o mance (Macey e al.,
2009). i in ol es unde s anding one’s beha io in a i m.
sha ia engagemen is a one-le el de elopmen , and o unde s and his concep , i is necessa y i s
o examine i s na u e o pu pose in an o ganiza ion. ali and al-Kazemi (2007) s a ed ha he sha ia law
consis s o in e nal and ex e nal aspec s, which includes uni e sal islamic mo al p inciples on how indi-
iduals a e expec ed o beha e, mode o wo ship, e c.
he p inciple p omo ed by islam is accoun abili y which is s eng hened by us and jus ice ela ed
o social li e and business (Rindjin, 2008). Beekun and Badawi (2005) s a ed ha he concep o engage-
men om an islamic poin o iew is as ollows:
a. he di e en cha ac e is ics o he o ganiza ion, in his case, a e hose ha a e in acco dance wi h
sha ia p inciples.
b. some social no ms and islamic e hics a e gene alized and se e as a e e ence o indi iduals o ac
acco ding o hei belie s and esponsibili ies.
c. he sense o oge he ness exhibi ed by he o ganiza ion, managemen , employees, and cus ome s is
ollowing sha ia p inciples.
d. us om he communi y is e idenced by he inc easing numbe o new b anch o ices.
Meanwhile, acco ding o he islamic pe spec i e, he main aim o hese o ganiza ions is o be me ci ul
(Beekun & Badawi, 2005). his goal is no ma i ely based on islamic belie s and he ac ual eason behind
he c ea ion o humans. i espec i e o he ac ha hese a e abs ac , some a e p ac ically inspi ed by
he alues o he main goal (Ra nasa i, gunawan, Mawa di, e al., 2020). e hical egula ions a e imple-
men ed o ensu e ha e o s o ealize main and ope a i e goals a e p ope ly execu ed (ali &
al-Kazemi, 2007).
Re e ing o he na u e o jus ice, islamic e hics unc ions as a sou ce used o dis inguish igh om
w ong (Ra nasa i e al., 2021). sha ia law does no only b ing someone close o god, a he i also acil-
i a es he de elopmen o a jus socie y and indi iduals ha can maximize hei po en ial and wel a e
(Beekun & Badawi, 2005).
Based on he ea lie men ioned desc ip ion, i was concluded ha sha ia engagemen is an indi idu-
al’s a achmen o he o ganiza ion, whe he physically, emo ionally, o spi i ually based on belie , bal-
ance o ai ness, eedom, and esponsibili y. he concep o sha ia engagemen is a one-le el
de elopmen o employee engagemen concep , which eme ges due o he wo k sys em, he o med
ubudiah and allah sW esponsibili y.
2.4. Employee pe o mance
employee pe o mance is a eco d o he ou come o he espec i e job unc ions o ac i i ies wi hin a
ce ain pe iod. he e o e, i s esul is based on e ec i e p oduc i i y (Be na din & Russell, 2013). i is also
desc ibed as an employee’s achie emen o success a wo k, in e ms o ealizing he se a ge by he
company’s managemen which needs o be accoun ed o be o e he leade ship.
a business o ganiza ion has in e dependencies ha a e in e ela ed wi h each o he . Meanwhile,
employees a e pa o he o ganiza ional s uc u e, and hey play a majo ole in achie ing se goals
(Dha ma, 2018).
6 a. sODiQ e al.
acco ding o i Ra nasa i and n employee pe o mance aids he company o ealize i s achie emen s.
human esou ce managemen is also impo an in e ms o achie ing he desi ed ou come. he enjoy-
able ac i i ies and s ong psychological owne ship ac o ha e a signi ican e ec (nasu ion e al., 2020).
human esou ce managemen g ea ly de e mines he ex en o pe o mance, which shows ha eli-
able manage s a ec he social exchange p ocess (san oso e al., 2020). Meanwhile, success ul o ganiza-
ions usually employ indi iduals willing o wo k beyond expec a ions (Widias u i e al., 2019). in his
dynamic wo ld o wo k, se e al asks a e inc easingly being ca ied ou , he e o e, he e is a need o
eamwo k and lexibili y (Dha ma, 2018).
i is expec ed o a Muslim o possess an e hical spi i (Mus ika e al., 2020). Besides, as a leade ship
demand, wo k is pe cei ed as a o m o wo ship in which all beha io is supe ised by allah sW and
held accoun able in he a e li e (Bha i e al., 2016). he demand o good pe o mance does no only
a ise om he company’s sOPs o supe iso s bu he awa eness o a anscenden al elemen (hablumi-
nallah) ha needs o be c ea ed in e e y wo k ac i i y (sedianingsih e al., 2018).
as a consequence o he pe ec ion o e ed by allah sW , humans a e always expec ed o wo k. F om
an islamic pe spec i e, employee pe o mance in ol es science and echnology (Rana & Malik, 2016).
he e o e, allah sW manda es ha humans possess a ho ough unde s anding and ensu e ha i ben-
e i s o he c ea u es, as s a ed in he Qu an su ah as-Zumma e se 9, which essen ially dis inguishes
be ween knowledgeable and igno an people.
employee pe o mance is ealized when some indi iduals ac ualize hei wo k unc ions by paying
a en ion o he alues o islamic eachings (nasu ion e al., 2020). his is because i is pe cei ed as a
belie based on s ong mo al p inciples and he mo i a ion o ealize he expec ed ou come (Ra nasa i,
gunawan, sep ia ini, e al., 2020).
apa om he indica o s abo e, in islam, employee pe o mance is simila o he con en ional con-
cep . he only di e ence is ha a Muslim seeks he pleasu e o allah sW and emb aces he i ue o
quali y and wisdom om he esul s ob ained. Mo eo e , assuming hese 2 a ibu es a e wo k sou ces,
hen an ideal pe o mance ends o be ealized (Bha i e al., 2016).
Based on he a o emen ioned heo e ical basis, he s a ing poin o imp o ed pe o mance is when
employees a e engaged, suppo ed by Buil e al. (2019). Meanwhile, a ans o ma i e leade ship model
is needed o os e engagemen (he ianing um e al., 2016). acco ding o schein (2004), wo k cul u e is
a ec ed by spi i ual alues o belie s and i uals, while he key ac o is he leade .
he heo e ical leade ship model o s yle also a ec s o he aspec s such as job sa is ac ion (eliyana
e al., 2019). as an ins i u ion ha adhe es o he concep o sha ia, islamic banking needs o be pe -
cei ed as a uni ha o e s ce ain p oduc s, as implemen ed by he hR managemen .
in iewing he an eceden s o employee pe o mance, i is also insepa able om he implemen ed
sha ia concep , namely he islamic leade ship. his heo e ically leads o cha ac e and wo k cul u e, such
as a sense o job sa is ac ion, esul ing in sha ia and employee engagemen . he eme gence o hese
a ibu es heo e ically igge s employee pe o mance.
3. Hypo hesis
he ollowing is a hypo hesis buil om se e al heo ies and esul s o p e ious esea ch and used as
es ma e ial in his esea ch:
h1: islamic leade ship has a signi ican in luence on sha ia engagemen a sha ia Banks in indonesia.
h2: islamic leade ship has a signi ican e ec on job sa is ac ion a sha ia Banks in indonesia.
h3: islamic leade ship has a signi ican e ec on employee pe o mance a sha ia Banks in indonesia.
h4: Job sa is ac ion has a signi ican e ec on sha ia engagemen a sha ia Banks in indonesia.
h5: Job sa is ac ion has a signi ican e ec on employee pe o mance a sha ia Banks in indonesia.
h6: sha ia engagemen has a signi ican e ec on employee pe o mance a sha ia Banks in indonesia.
cOgen BUsiness & ManageMen 7
4. Me hodology and sample desc ip ion
4.1. Me hod
he app oach used in his esea ch is a quan i a i e app oach. his quan i a i e app oach ocuses on
hypo hesis es ing and da a analysis h ough s a is ical measu emen s and analysis. he aim o his
app oach is o sol e exis ing p oblems in esea ch.
he new model was de eloped based on an exis ing heo y. s a is ical analysis was ca ied ou using
seM (s uc u al equa ion Modeling). hai e al. (2014) desc ibed i as a s a is ical echnique used o ana-
lyze he ela ionship be ween la en cons uc s and hei indica o s, as well as di ec measu emen e o .
his model di ec ly in es iga es se e al dependen and independen a iables.
seM p io i izes he in e ac i e modeling, whe e he ela ionship be ween he independen a iables,
nonlinea i y, measu emen , and co ela ed e o e ms, including dependen mul iple la en s, a e de e -
mined using se e al indica o s. Fu he mo e, 1 o 2 adjus able la en a iables a e measu ed wi h exis ing
indica o s. Based on he a o emen ioned desc ip ion, seM is also used as an al e na i e compa ed o
mul iple eg ession, pa h, ac o , co a iance, and ime-se ies analyses (By ne, 2010).
ano he ad an age is i s abili y o measu e a la en a iable indi ec ly wi h he es ima ed a ibu e
ealized wi h he model is assumed o ha e a ela ionship wi h he a iable in ques ion (la en a iable).
he e o e, i is explici ly used o disce n he un eliable measu emen , al hough heo e ically, he model’s
s uc u al ela ionships be ween la en a iables we e p ecisely de e mined (Millan & s, 2010). his
esea ch also used iBM sPss amos 20.0.0 (Build 817) o p o ide an index and assess whe he he
ob ained in o ma ion p ope ly i s he sugges ed model.
4.2. Da a and measu emen s
he popula ion ha is he ocus o his esea ch is all employees om 12 indonesian sha ia comme cial
Banks (BUs). Fo his esea ch, he samples o esponden s used we e employees o sha ia comme cial
Banks h oughou indonesia who had wo ked o a leas he las 3 yea s. he numbe o samples used
in his esea ch was 400 esponden s. he sample selec ion equi ed esponden s o ha e wo ked o a
leas 3 yea s wi h he aim o ensu ing ha employees who we e esponden s had a comp ehensi e
unde s anding and expe ience o he managemen philosophy con ained in he s a egies implemen ed
by hei supe io s. apa om ha , esponden s in his s udy will also be classi ied based on hei posi-
ion, namely o dina y employees and manage s (b anch heads).
he ques ionnai es used o he wo g oups o esponden s will be di e en om each o he bu emain
cohe en . his app oach is aken o ensu e ha he da a collec ed is app op ia e o he eal si ua ion in he
ield and ob ains ele an in o ma ion om each employee g oup. howe e , he eg ession ou pu o bo h
da a om o dina y employee esponden s o leade s will be one. Because in his esea ch, he wo esea ch
subjec s we e bo h sha ia banking employees. he e o e, he ques ionnai e ha will be p epa ed in he esea ch
will be p epa ed in an in eg a ed and cohe en manne e en hough i is aimed a di e en esponden s.
his esea ch ocuses on sha ia comme cial Banks (BUs) because hey ha e sepa a ed hei ac i i ies
and ope a ional cos s om con en ional banks which a e usually in ol ed in ibawi ac i i ies. e en
hough each sha ia comme cial Bank (BUs) may ha e di e en managemen a angemen s, hey all ha e
he same obliga ion o apply islamic p inciples in hei managemen . he e o e, s udying sha ia
comme cial Banks (BUs) speci ically can p o ide deepe insigh in o he implemen a ion o islamic p in-
ciples in he banking con ex . so, e en hough each sha ia comme cial Bank (BUs) has di e en man-
agemen go e nance, wi h he esea ch app oach adop ed in his s udy, namely looking a he an eceden s
o islamic banking employee pe o mance om an islamic pe spec i e, his will no be an obs acle in
esea ching he an eceden s o employee pe o mance a 12 banks. gene al sha ia (BUs).
in his esea ch, he sample selec ion o 400 esponden s me he c i e ia o he minimum sample
size ecommended in he s uc u al equa ion Model (seM) analysis me hod. acco ding o hai e al.,
(2014), he minimum sample size equi ed o s uc u al equa ion modeling is be ween 200 and 400
esponden s. Wi h a sample size o 400, his esea ch can p o ide adequa e s a is ical powe o es he
ela ionship be ween he a iables obse ed in he model. Meanwhile, acco ding o Ben le and chou
(1987), a minimum a io o 5 esponden s pe obse ed a iable is ecommended o a no mal
14 a. sODiQ e al.
he indica o ha plays an impo an ole in boos ing sha ia engagemen is he leade s’ mo i a ion,
as depic ed by he highes loading ac o alue. his also emphasizes ha hey can igge job sa is ac-
ion o inc ease sha ia engagemen in an islamic banking ins i u ion. in addi ion, Oppo uni y o
ad ancemen and good Wo k en i onmen is u he indica o s o achie ing his a ibu e. Wages and
sala ies a e no gua an eed o achie e job sa is ac ion as indica ed by he smalles loading ac o alue
compa ed o o he indica o s.
Meanwhile, sha ia engagemen has a signi ican e ec on employee pe o mance. his is consis en
wi h Pa naik and sahoo (2020) ha engagemen a ec s wo k c ea i i y and comple ion o employee
pe o mance. i also u he con i ms ha sha ia engagemen needs o be ins illed by he managemen ,
speci ically in he islamic banking indus y, conside ing ha expe imen ally i has a posi i e e ec on
employee pe o mance.
he sense o engagemen ins illed in employees is a measu e o he company’s success in dealing wi h
p oblems ega ding human esou ce managemen (Buil e al., 2019). Mo eo e , i ends o each he anscen-
den al ealm (habluminallah), o in o he wo ds, sha ia engagemen has g ea po en ial o spu employee pe -
o mance. since his concep is a de elopmen ha is 1 le el highe han employee engagemen .
howe e , assuming employee engagemen only has a wo ldly o ien a ion, i is p esumed o ha e a
he ea e acclima iza ion in he sha ia concep . Re e ing o haya i and caniago (2012), al hough his
esea ch indi ec ly examined sha ia engagemen , he esul s show ha an islamic wo k e hic wi h a
wo ldly and he ea e o ien a ion has a la ge e ec on job sa is ac ion, and his imp o es employee pe -
o mance. he indica o ha a ec s his a ibu e is he wo k e hic, as p o en by he highes loading
ac o alue. Responsible F eedom was also used o ealize a sense o sha ia engagemen . Meanwhile,
Belie in supe ision om allah sW is no a gua an ee o boos his a ibu e. his shows ha he
ukh awi dimension o islamic banking employees in indonesia was no p ope ly implemen ed. i is qui e
un o una e conside ing ha he he ea e dimension needs o be a p oduc label and an in eg al aspec
o employees.
his esea ch disco e ed ha islamic leade ship and job sa is ac ion had an insigni ican e ec on
employee pe o mance. hese esul s con adic Ra nasa i (2014) s a ed ha i posi i ely a ec s employee
pe o mance ha applies islamic alues. his is ein o ced by eliyana e al. (2019), ha ans o ma ional
leade ship has a signi ican and di ec e ec on job sa is ac ion and employee pe o mance.
he mos domina ing employee pe o mance indica o is ini ia i e, p o en by he highes loading ac o
alue, ollowed by Pe sonal Quali y. Meanwhile, wo k quali y does no gua an ee inc eased employee
pe o mance.
his is consis en wi h he esea ch ca ied ou by sani and Maha ani ekowa i (2020), ha islamic
leade ship does no di ec ly a ec employee pe o mance. howe e , his is ce ainly a sepa a e inding
and opens up oppo uni ies o u he esea ch.
islamic leade ship, Job sa is ac ion, sha ia engagemen , and employee Pe o mance a e in e ela ed.
islamic leade ship has an indi ec e ec on employee Pe o mance and signi ican ly impac s Job
sa is ac ion and sha ia engagemen . his also ha e an impac on employee Pe o mance.
Meanwhile, Belie in supe ision om allah sW is no a gua an ee o imp o e employee sha ia
engagemen . his shows ha he ukh awi dimension was no p ope ly implemen ed. i is ce ainly a
huge ask o islamic banking in indonesia because i needs o be pe cei ed as a p oduc label and as
a dimension ha is insepa able om employees.
6. Conclusions
he esea ch esul s ound ha islamic leade ship has a signi ican impac on sha ia in ol emen and
job sa is ac ion. Job sa is ac ion also signi ican ly in luences sha ia in ol emen , while sha ia in ol emen
also has a signi ican impac on employee pe o mance. howe e , he islamic leade ship a iable does
no signi ican ly in luence employee pe o mance, and he Job sa is ac ion a iable also does no ha e
a signi ican impac on employee pe o mance. he ela ionship be ween hese a iables shows ha he
islamic leade ship model alone is no enough o imp o e employee pe o mance a sha ia Banks in
indonesia. ne e heless, op imizing and implemen ing islamic leade ship can s eng hen job sa is ac ion
cOgen BUsiness & ManageMen 15
and inc ease sha ia in ol emen , which in u n will ha e a posi i e impac on employee pe o mance a
sha ia Banks in indonesia.
Meanwhile, he indica o o sha ia engagemen , namely Belie in supe ision om allah sW , has he
smalles loading ac o alue compa ed o o he s. i indica es ha he ukh awi dimension was no p op-
e ly implemen ed. his is a signi ican ask o islamic banking in indonesia because i needs o be pe -
cei ed as a p oduc label and an in eg al dimension o employees.
his s udy has limi a ions, including: his s udy is only limi ed o he esea ch a iables. he e o e, his
s udy canno e lec o he an eceden s o employee pe o mance ou side hese a iables such as in e nal
ma ke ing a iables, employee wel a e and so on. his s udy uses c oss sec ion o one sho da a o e a
pe iod o ≥ 3 ( h ee) yea s o employees wo king in sha ia Banking. hus, he esul s o his s udy canno
ye e lec an assessmen o all he oles o a iable ela ionships ha ha e wo ked o less han 3 ( h ee)
yea s. his s udy is only able o explain he da a quan i a i ely wi hou any quali a i e explana ion om
he subjec s s udied ega ding he esul s o he da a analysis ob ained. his s udy also igno es o does
no assume he cul u e ha exis s in each islamic banking managemen s udied. he e o e, his s udy
canno comp ehensi ely e lec he dimensions o wo k cul u e ha exis in each islamic bank in
indonesia.
Au ho con ibu ions
concep ualiza ion, ahmad sodiq and Ri in i Ra nasa i; me hodology, ahmad sodiq; so wa e, ahmad sodiq; alida-
ion, im on Mawa di, and Ri in i Ra nasa i; o mal analysis, ahmad sodiq; in es iga ion, Ri in i Ra nasa i; esou ces,
im on Mawa di; da a cu a ion, im on Mawa di; w i ing—o iginal d a p epa a ion, ahmad sodiq; w i ing— e iew
and edi ing, Ri in i Ra nasa i; isualiza ion, im on Mawa di; supe ision, im on Mawa di; p ojec adminis a ion, Ri in
i Ra nasa i; unding acquisi ion, Ri in i Ra nasa i.
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho (s).
Funding
his esea ch was unded by Minis y o educa ion, cul u e, Resea ch and echnology o he Republic o indonesia.
Abou he au ho s
Ahmad Sodiq is a doc o al s uden in he islamic economics p og am a he Facul y o economics and Business,
ai langga Uni e si y, su abaya, indonesia. he g adua ed in 2023 wi h a concen a ion in islamic banking and human
esou ces. Become a lec u e a sayyid ali Rahma ullah s a e islamic Uni e si y’s Facul y o islamic economics and
Business in ulungagung, indonesia. his publica ion in he jou nal sys ema ic Re iews in Pha macy and iq ishoduna.
Ri in T i Ra nasa i is head o cen e o halal indus y and Digi aliza ion. she is a P o esso a
Depa men o sha ia economics, Facul y o economics and Business, Uni e si as ai langga,
su abaya, indonesia in he ield o islamic Ma ke ing, ou ism and B anding. he publica ion a ep-
u able jou nals such as in e na ional Jou nal o islamic and Middle eas e n Finance and Managemen ,
Jou nal o islamic Ma ke ing, cogen Business and Managemen , Jou nal o islamic accoun ing and
Business Resea ch, in e na ional Jou nal o e hics and sys ems, sus ainabili y, Re is a d ce ce a e sl
in e en ie sociala, in e na ional Jou nal o heal hca e Managemen , Managemen and accoun ing
Re iew, e c; and Book chap e by sp inge .
Im on Mawa di is an academic and p ac i ione in he ield o islamic economics. he is an associa e
p o esso a he Depa men o sha ia economics, Facul y o economics and Business, Uni e si as
ai langga, su abaya, indonesia, one o he leading uni e si ies in indonesia. Wi h ex ensi e expe i-
ence in islamic economics, im on Mawa di has made signi ican con ibu ions o he de elopmen
and dissemina ion o islamic economic knowledge in indonesia. he has publica ions in
scopus-indexed jou nals such as he Jou nal o Open inno a ion: echnology, Ma ke , and complexi y
(Q1), heliyon (Q1), Plos One (Q1), Jou nal o islamic accoun ing and Business Resea ch (Q2), cogen
economics and Finance (Q3), and Jou nal o economic coope a ion and De elopmen (Q3).
16 a. sODiQ e al.
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