Felt Accountability in Indonesia: What is the Role of Ethical Leadership and Collaborative Culture?

Dwiaprinda Rachmawati, Alice Salendu

Abstract


Felt accountability in employees is important to be fostered early in the organization, because it has a positive impact such as increasing performance on employees and also the company. The research focuses on factors that can affect felt accountability, such as leadership and culture factors in an organization that can affect felt accountability. A culture of collaboration has criteria such as management progress to change, good communication, trust and respect for all employees and leaders, teamwork, and encouragement to respect differences. Furthermore, leadership factors such as ethical leadership because it has characteristics such as fair, honest and trustworthy. These two factors can create a work environment which makes employees more productive because they can affect psychological safety of employees, which is included in the internal factors that affect felt accountability. This regression study aims to understand the effect of implementing collaborative culture and ethical leadership on felt accountability through psychological safety of its employees, so as to improve the performance of both the employees themselves and the company. This quantitative research uses online self-reports that are distributed to employees of the ministry in the forestry and environment sector in Jakarta. The sampling method is the accidental sampling. Data analysis used the SPSS multiple regression test method. The results obtained from 330 respondents indicate that there is a significant influence between collaborative culture on felt accountability mediation psychological safety. Based on the results found, it is necessary to do more in-depth research related to the factors that affect felt accountability from the internal side, and it is important to examine other leadership styles because the topic still needs to be developed a lot.


Keywords


collaborative culture; ethical leadership; psychological safety; felt accountability

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DOI: https://doi.org/10.33258/birci.v5i3.6144

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