FIELD EXECUTIVE LEADERSHIP MODEL IN ITS INFLUENCE ON IMPROVING THE PERFORMANCE OF CONTRACTOR’S WORKFORCE IN MODERATION MOTIVATION VARIABLES

This paper aims to explain the moderating role of work motivation in the relationship between leadership and workforce performance. This study presents a model in which the workforce performance is determined by the way executives lead in different conditions of work motivation. This study aims to prove that contractor companies must have a good ability in determining a field executive in each project. This paper selects an explanatory study by testing a relationships structural model of field executive leadership on workforce performance that is moderated by work motivation. The data were obtained from 100 respondents of foremen, skilled workers and workers in 48 medium and large companies. The hypothetical model was tested using structural equation modeling with a partial least-square approach. This study empirically emphasizes how changes in workforce performance will increase if firms can place a proper field executive manager. In many types of projects, people-oriented leadership is more appropriately applied to low-motivation conditions, and taskoriented leadership is more appropriately applied to high-motivation conditions. Because of the chosen approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed schemes further. This study has implications for the development of the company about determining the right leadership style for field executive. Errors, in this case, will have an impact on the nonconformity of leadership required in the project. This paper meets an identified need to study how leadership in certain work motivation conditions plays a vital role in improving workforce performance