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Charismatic Leadership and Participation Strengthening Innovation Culture in HRM Planning

Aptisi Transactions on Technopreneurship (ATT) · Vol. 8 No. 2 (2026) · pp. 537–550

DOI
10.34306/att.v8i2.765
ISSN
2656-8888, 2655-8807
Published
2026-05-03
Publisher
Pandawan
Language
en
License
creativecommons.org/licenses/by/4.0

Abstract

Innovative Human Resource Management (HRM) planning is necessary for public sector organisations amidst digital transformation and bureaucratic decentralisation demands. However, efforts to form a culture of innovation in HRM planning often face structural, cultural, and participatory obstacles. This study aims to analyse the influence of charismatic leadership, the culture of innovation, and employee participation on forming a culture of innovation in HRM planning and evaluate the moderating role of employee participation in the relationship. This study uses a quantitative approach with an explanatory type conducted on local government employees in 27 districts/cities in West Java Province, Indonesia. A sample of 200 respondents was selected by purposive sampling, namely civil servants directly involved in planning and implementing HR policies. Data collection techniques were carried out through distributing questionnaires, while data analysis used the Partial Least Squares - Structural Equation Modeling (PLS-SEM) method. The results showed that charismatic leadership, innovation culture, and employee participation significantly influence the formation of innovation culture in HRM planning. In addition, employee participation is shown to moderate the effect of charismatic leadership positively but negatively moderate the relationship between innovation culture and the formation of innovation culture. These findings suggest that participation management needs to be strategically designed to avoid the burden of counterproductive roles. These results confirm the importance of strengthening leadership capacity, instilling organisational innovation values, and effective participation management in building an HRM planning system that is adaptive, collaborative, and aligned with the spirit of startup-era governance.

Keywords

Collaboration network of the authors

19 authors · 44 co-authorship links

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Raharja
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Andriyansah AndriyansahAffiliation unknown1
Rasyid TarmiziAffiliation unknown1
Mohd Faiz HilmiAffiliation unknown1
Yuce SariningsihAffiliation unknown1
Budi TjahjonoAffiliation unknown1
Shofiyul MillahAffiliation unknown1
Dadang HermawanAffiliation unknown1
Yulina IsmiyantiAffiliation unknown1
Yane Devi AnnaAffiliation unknown1
Leroy Samy UguyAffiliation unknown1
Esther KembauwAffiliation unknown1
Maulida NurfajriantiAffiliation unknown1
Qurotul AiniUniversitas Raharja1
Untung RahardjaAffiliation unknown1
Agung RizkyAffiliation unknown1
Jonathan ParkerAffiliation unknown1
Dwi CahyonoAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://att.aptisi.or.id/index.php/att/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">Charismatic Leadership and Participation Strengthening Innovation Culture in HRM Planning</dc:title>
	<dc:creator xml:lang="en">Paroli, Paroli</dc:creator>
	<dc:creator xml:lang="en">Evans, Richard</dc:creator>
	<dc:subject xml:lang="en">Charismatic Leadership</dc:subject>
	<dc:subject xml:lang="en">Innovation Culture</dc:subject>
	<dc:subject xml:lang="en">Employee Participation</dc:subject>
	<dc:subject xml:lang="en">HRM Planning</dc:subject>
	<dc:subject xml:lang="en">PLS-SEM</dc:subject>
	<dc:description xml:lang="en">Innovative Human Resource Management (HRM) planning is necessary for public sector organisations amidst digital transformation and bureaucratic decentralisation demands. However, efforts to form a culture of innovation in HRM planning often face structural, cultural, and participatory obstacles. This study aims to analyse the influence of charismatic leadership, the culture of innovation, and employee participation on forming a culture of innovation in HRM planning and evaluate the moderating role of employee participation in the relationship. This study uses a quantitative approach with an explanatory type conducted on local government employees in 27 districts/cities in West Java Province, Indonesia. A sample of 200 respondents was selected by purposive sampling, namely civil servants directly involved in planning and implementing HR policies. Data collection techniques were carried out through distributing questionnaires, while data analysis used the Partial Least Squares - Structural Equation Modeling (PLS-SEM) method. The results showed that charismatic leadership, innovation culture, and employee participation significantly influence the formation of innovation culture in HRM planning. In addition, employee participation is shown to moderate the effect of charismatic leadership positively but negatively moderate the relationship between innovation culture and the formation of innovation culture. These findings suggest that participation management needs to be strategically designed to avoid the burden of counterproductive roles. These results confirm the importance of strengthening leadership capacity, instilling organisational innovation values, and effective participation management in building an HRM planning system that is adaptive, collaborative, and aligned with the spirit of startup-era governance.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2026-05-03</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://att.aptisi.or.id/index.php/att/article/view/765</dc:identifier>
	<dc:identifier>10.34306/att.v8i2.765</dc:identifier>
	<dc:source xml:lang="en">Aptisi Transactions on Technopreneurship (ATT); Vol. 8 No. 2 (2026): July; 537-550</dc:source>
	<dc:source xml:lang="id">Aptisi Transactions On Technopreneurship (ATT); Vol 8 No 2 (2026): July; 537-550</dc:source>
	<dc:source>2656-8888</dc:source>
	<dc:source>2655-8807</dc:source>
	<dc:source>10.34306/att.v8i2</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://att.aptisi.or.id/index.php/att/article/view/765/481</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Paroli, Richard Evans</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>