ANTECENDENT AND CONSEQUENCES OF ISLAMIC ETHICAL INTERACTION CAPABILITY: A STUDY OF INTERACTION THEORY IN THE CONTEXT OF ISLAMIC VALUES TOWARD ORGANIZATIONAL PERFORMANCE

Abstract

This study intends to find a new concept (novelty) that can fill the limitations of previous studies and the research gap between the role of knowledge-oriented leadership and organizational performance centered on the concept of Islamic Ethical Interaction Capability leadership expected to trigger an increase in organizational performance. This study develops a model of increasing organizational performance through a spiritual leadership theory approach and interaction theory with a focus on the concept of Islamic Ethical Interaction Capability expected to be able to fill the existing gap. This study aims to explore a new conceptual model that can fill the limitations of previous studies and the research gaps between the role of knowledge-oriented leadership in improving Organizational Performance centered on the concept of Islamic Ethical Interaction Capability. This explanatory research emphasizes the relationship between research variables (causality) between organizational rewards, knowledge-oriented training, Islamic Ethical Interaction Capability, creativity, and organizational performance. The population in this study was the Camat in the West Java Province, with as many as 627 people. Based on Slevin's calculation, the respondents in the research sample were 245 people, or about 39% of the total number of sub-district heads in West Java province. The sample distribution uses proportional random sampling. Structural Equation Modeling (SEM) from the AMOS 20.0 software package was used to analyze the data in this study. The results of the study show that leadership that has the characteristics of being able to lead to honest behavior, fair emotional understanding, caring and understanding the negative emotions of others, and believing and sharing positive emotions is proven to be able to encourage increased creativity in human resources and organizational performance. Organizational rewards and knowledge-oriented training increase Islamic Ethical Interaction Capability Leadership expressed by indicators leading to honest behavior, fair emotional understanding, caring for and understanding of the negative emotions of others, and believing in sharing positive emotions.