Transactional and Transformational Leadership Styles and Their Impact on Employees' Acceptance of Predictive Maintenance Analytics: Evidence From an Indonesian Mining Company

Abstract

This study aimed to investigate the role of leadership in the acceptance of predictive maintenance technologies in the coal mining industry. The Unified Theory of Acceptance and Use of Technology (UTAUT) model was used to assess the acceptance, and the Multifactor Leadership Questionnaire (MLQ) 5X was used to assess the perceived leadership styles of managers. The key findings of this study revealed that transactional leadership had a significant effect on performance expectancy, effort expectancy, and social influence, whereas transformational leadership did not significantly impact these aspects. Furthermore, an examination of the subdimensions of transformational and transactional leadership showed that contingent reward, management-by-exception (active), and intellectual stimulation had a considerable influence on the core constructs of the UTAUT model. These findings suggest that for adopting new technologies, the coal mining industry may require a different approach to exert leadership, and a comprehensive approach with consideration of the various subdimensions of leadership may be more effective in promoting acceptance and application of the technologies.