Corresponding Author: Muhammad
Tito Andrianto
E-mail: [email protected]
INTRODUCTION
Organizations have leaders who act as individuals or
groups with authority and responsibility in directing, managing, and
coordinating organizational activities to achieve the goals set (Afandi, 2013). Leaders are key in shaping organizational culture
and values, providing direction, and inspiring organizational members to work
together towards a predetermined vision and mission (Pramudyo, 2013). An organization has a managerial hierarchy led by a
Chief Executive Officer (CEO) as the top position, followed by managers of
business units, departments, sections and other sub-units in the organizational
chart (Christy & Rahmawati, 2022). Each element or part of the organization has its
functions and is expected to work together and influence each other. No part is
more dominant or more important than the other. Therefore, an effective
leadership style is needed to synergize these elements (Marzuki, 2018).
A leader's leadership style is a set of
characteristics to influence subordinates to achieve organizational goals.
Leadership style can also be interpreted as a behaviour and strategy a leader
likes or chooses to interact with his team members (Batubara, 2020). Leadership style can affect various important things
in an organization, including employee performance and loyalty. A leader who
can provide subordinates with clear direction, support and motivation will help
increase work productivity and efficiency (Akbar, 2018). An open and communicative leadership style helps
build strong relationships between leaders and employees. Employees feel more
involved in the decision-making process and are more trusted, which can
increase their loyalty to the organization (Dewi & Mashar,
2019). The Regional Immigration Office of the Ministry of
Law and Human Rights in Jakarta is an organization with various duties and
responsibilities, so it requires effective leadership to achieve organizational
goals, so it is necessary to analyze the factors that can influence it.
In previous research conducted by previous research,
the results showed that leadership style had a positive and significant effect
on employee performance at The Residence Seminyak Bali (PUTRA, 2023). Similar research was conducted by previous studies
examining the effect of leadership style on employee loyalty showing that the
influence of Transformational Leadership Style on Employee Loyalty in the LP3I
Group is strong, meaning that the relationship between the two variables is
significant at a strong degree of trust (Marzuki, 2018). The novelty of this research is to add the
organizational climate mediating variable to research that has never been
studied before as a mediating variable for leadership style on performance and
loyalty. This study aimed to explore the relationship between leadership style,
performance, and employee loyalty at the Regional Immigration Office of the
Ministry of Law and Human Rights in Jakarta.
METHODS
This research will
use a sequential explanatory approach. Sequential explanatory designs are a
combination research method that combines quantitative and qualitative research
methods sequentially, wherein in the first stage, the research is carried out
using quantitative methods. In the second stage, it is carried out using
qualitative methods (Sugiyono, 2018). The initial phase of the research will use a
qualitative approach to gain an in-depth understanding of the leadership style
adopted by management and employees' perceptions of performance and loyalty.
After that, a quantitative stage will be carried out to collect data from
several respondents through a structured questionnaire. The data will be used
to test hypotheses and identify the relationship between leadership style,
performance, loyalty, and organizational climate variables.
The population of
this study were employees who worked at the regional immigration office of the
Ministry of Law and Human Rights in Jakarta. The sampling technique was carried
out randomly so that 50 respondents were obtained. Data was collected by in-depth
interviews and observation as a qualitative method to understand leadership
style and organizational climate. In addition, a structured questionnaire will
be used to collect quantitative data on employees' perceptions of leadership
style, performance, and loyalty. Qualitative data will be analyzed using a
thematic analysis approach to identify patterns and themes that emerge from
interviews and observations. Quantitative data will be analyzed using
statistical analysis such as regression to examine the relationship between the
variables studied and whether organizational climate mediates the relationship.
RESULTS AND
DISCUSSION
Normality test
Table 1. Normality Test
|
|
X1
|
Kolmogorov-Smirnov
a
|
Shapiro-Wilk
|
|
|
Statistics
|
df
|
Sig.
|
Statistics
|
df
|
Sig.
|
|
Y1
|
22
|
.260
|
2
|
.
|
|
|
|
|
23
|
.229
|
5
|
.200 *
|
.867
|
5
|
.254
|
|
24
|
.
|
3
|
.
|
.
|
3
|
.
|
|
25
|
.329
|
4
|
.
|
.895
|
4
|
.406
|
|
26
|
.300
|
5
|
.161
|
.833
|
5
|
.146
|
|
28
|
.244
|
12
|
.078
|
.880
|
12
|
087
|
|
29
|
.295
|
8
|
068
|
.806
|
8
|
.033
|
|
30
|
.399
|
10
|
.120
|
.616
|
10
|
.000
|
|
Y2
|
22
|
.260
|
2
|
.
|
|
|
|
|
23
|
.404
|
5
|
.098
|
.768
|
5
|
044
|
|
24
|
.175
|
3
|
.
|
1,000
|
3
|
1,000
|
|
25
|
.329
|
4
|
.
|
.895
|
4
|
.406
|
|
26
|
.231
|
5
|
.200 *
|
.881
|
5
|
.314
|
|
28
|
.236
|
12
|
063
|
.831
|
12
|
022
|
|
29
|
.228
|
8
|
.200 *
|
.835
|
8
|
.067
|
|
30
|
.482
|
10
|
.070
|
.509
|
10
|
.000
|
|
*. This is a lower
bound of the true significance.
a. Lilliefors
Significance Correction
c. Y1 is constant
when X1 = 27. It has been omitted.
d. Y2 is constant
when X1 = 27. It has been omitted.
|
Dahlan stated that the
Kolmogorov-Smirnov test is more precise for samples of more than 50 (Oktaviani & Notobroto, 2014). Thus, the normality test with the Kolmogorov-Smirnov was used in
this study because the sample used was 50. The conclusion of the normality test
results can be seen:
a.
The data is
declared normally distributed if the significance value is > 0.05.
b.
If the
significance value is <0.05, it is stated that the data is not normally
distributed.
Based on table 1. shows that the
data is normally distributed. All variables get sig values. > 0.05, so it
can be concluded that the research data is normally distributed.
Reliability Test
Table 2.
Reliability Test Results
|
Cronbach's Alpha
|
N of Items
|
|
.771
|
50
|
Reliability is an index that shows
how much a measuring instrument can be trusted or relied upon (Sanaky, 2021). If alpha > 0.771, then the reliability is perfect. The reliability is high if the alpha is
between 0.70 � 0.90. If the alpha is 0.50 - 0.70, then the reliability is
moderate. If alpha < 0.50, then low reliability. If alpha is low, one or
more items are likely unreliable.
Based on table 3. shows that Cronbach's Alpha value is 0.771, so it
can be concluded that the reliability obtained is perfect.
Multiple
Linear Regression Test
Table 4. Multiple
Linear Regression Test Results
|
Model
|
Sum of Squares
|
df
|
MeanSquare
|
F
|
Sig.
|
|
1
|
Regression
|
151,373
|
2
|
75,687
|
22,246
|
.000 b
|
|
residual
|
159,907
|
47
|
3,402
|
�
|
�
|
|
Total
|
311,280
|
49
|
�
|
�
|
�
|
|
a. Dependent Variables: Y2, Y1
|
|
b. Predictors: (Constant), X1
|
Based
on the results of simultaneous hypothesis testing (Ftest) in Table
4, the calculated Fvalue > Ftable is
(311,280 > 3.02), and the significance level is 0.000 <0.05. This
indicates that the two independent variables, namely Leadership Style (X),
affect Performance (Y1) and Employee Loyalty (Y2). While
the magnitude of the influence of the independent variable, namely, Leadership
Style (X), on the dependent variable, namely, Performance (Y1)
and Employee Loyalty (Y2), can be seen in the value of the
coefficient of determination (R2) in table 5 below.
Determination
Coefficient Test
Table 5. Determination Coefficient
Test
|
Model
|
R
|
R Square
|
Adjusted R Square
|
std. The error in the Estimate
|
|
1
|
.697 a
|
.586
|
.464
|
1,845
|
|
a. Predictors: (Constant), Y2,
Y1
|
Table 4 shows that the value of R
Square = 0.586 means the relationship between the independent variables of Leadership Style (X) to
the variable Performance (Y1)
and Employee Loyalty (Y2) of 58.6%. The value of R Square =
0.586 means that 58.6% of the variable Performance (Y1) and Employee Loyalty (Y2) can
be explained by the variable Leadership
Style (X). In contrast, the remaining 41.4% is explained by other
variables not examined in this study.
Variable
Indirect Effect Test
Table 6. Variable Indirect Influence Test Results
|
Indirect influence
|
Path Coefficient
|
T Statistics
|
P Values
|
Information
|
|
(X) -> (M)-> (Y1)
|
0.077
|
2,832
|
0.002
|
Significant
|
|
(X) -> (M)-> (Y2)
|
0.053
|
2,247
|
0.001
|
Significant
|
Table
6. shows the p-value for each variable which can be explained as follows.
1. The p-value to test the role of
Organizational Climate in mediating Leadership Styles on performance is 0.002,
which is less than 0.05. The t-statistic value shows 2.832, which is greater
than 1.96. This data shows that Organizational Climate can mediate Leadership
Style on Performance.
2. The p-value to test the role of
Organizational Climate in mediating Leadership Styles on Employee Loyalty is
0.001, which is less than 0.05. The t-statistic value shows 2.247, which is
greater than 1.96. This data shows that Organizational Climate can mediate
Leadership Style on Employee Loyalty.
Leadership Style Influences
Employee Performance
Based on showing that the value of
R Square = 0.586 means the relationship between the independent variables of Leadership Style (X) to the
variable Performance (Y1)
and Employee Loyalty (Y2) of 58.6%. The value of R Square =
0.586 means that 58.6% of the variable Performance (Y1) and Employee Loyalty (Y2) can
be explained by the variable Leadership
Style (X). In contrast, the remaining 41.4% is explained by other
variables not examined in this study.
The results of this study are
supported by previous research, which explains that leadership style influences
employee performance (Herawati & Ermawati, 2020). Previous research has shown that simultaneously and partially,
the Leadership Style variable significantly influences employee performance (Syafruddin & Wonga, 2022).
Leadership is an act to influence
someone, a clear and precise communication process to explain to members the
goals related to individual, group and organizational goals. The leadership
style that is in great demand is a leader who can participate with the
environment and members of his organization (Dirham, 2019). Leadership will be a critical success factor in an organization.
This is because leadership is the centre point for significant organizational
changes; leadership becomes a personality that has an impact, and leadership is
the art of creating organizational suitability and stability (Suherman, 2019).
So it can be concluded that
leadership style influences employee performance. The magnitude of leadership's
influence on an organization's movement causes a leader to use his leadership
style.
Leadership Style Influences
Employee Loyalty
Based on showing that the value of
R Square = 0.586 means the relationship between the independent variables of Leadership Style (X) to
the variable Performance (Y1)
and Employee Loyalty (Y2) of 58.6%. The value of R Square =
0.586 means that 58.6% of the variable Performance (Y1) and Employee Loyalty (Y2) can
be explained by the variable Leadership
Style (X). In contrast, the remaining 41.4% is explained by other
variables not examined in this study.
The results of this study are
supported by previous research explaining that leadership style is the most
important and important factor influencing employee loyalty (Adeline, 2022). Previous research explained that leadership has a positive and
significant effect on employee loyalty which is proven to be accepted; this
means that leadership can increase employee loyalty; the better the leadership
style, the more loyal employees are at work (Aban, 2019).
Leadership style is defined as the
behaviour or method chosen and used by leaders to influence the thoughts,
feelings, attitudes and behaviour of members of the organization, including
leaders and employees (Depitra & Soegoto, 2018). The relationship between leaders and subordinates can be
measured through workers' assessment of leaders' leadership style in directing
and coaching their subordinates to carry out work. In the relationship between
the leader and his subordinates, the compatibility between the leadership
brought by the leader and what the employees hope for will certainly positively
impact the subordinates. Namely, employees will feel comfortable at work to
increase employee loyalty.
Thus, it can be concluded that
leadership style affects employee loyalty. The choice of leadership style needs
to be done well because it affects the comfort of employees, so it causes
increased employee loyalty itself.
Organizational Climate Mediates
the Effect of Leadership Style on Employee Performance
The research results show that the p-value used to test the role of
Organizational Climate in mediating Leadership Styles on
performance is 0.002, which is less than 0.05. The t-statistic value shows
2.832, which is greater than 1.96. This data shows that Organizational Climate
can mediate Leadership Style on Performance.
Organizational climate can be
measured in the work environment, directly or indirectly affecting employees
and their work. Organizational climate is very important for a company. Because
the organizational climate will shape employees' attitudes towards their work (Hasbi, 2020). Ashkanasy, Wilderom, & Peterson argues that organizational
climate is a configuration of attitudes and perceptions of members of the
combined organization, general perceptions, emotions, and behaviour of members
of the organization that express important norms, values and attitudes that are
owned, creating a psychological that refers to the perception that developed by
people about their work environment and refers to the contextual situation at a
certain time and its relationship to the thoughts, feelings, and behaviour of
members of the organization (Shafarila & Supardi, 2016).
Organizational Climate Mediates
the Effect of Leadership Style on Employee Loyalty
The research results show that the p-value used to test the role of
Organizational Climate in mediating Leadership Styles on Employee
Loyalty is 0.001, which is less than 0.05. The t-statistic value shows
2.247, which is greater than 1.96. This data shows that Organizational Climate
can mediate Leadership Style on Employee Loyalty.
By Litwin and Stringer,
organizational climate is described or measured through five dimensions: (a.)
Responsibility is the feeling of being a leader for yourself, not always having
to double-check all decisions taken; when employees get a job, the employee
concerned knows that it is his job; (b.) Identity is a sense of belonging to
the company and is accepted in the group; (c.) Warmth is a feeling of a
friendly work atmosphere and more emphasis on conditions of friendliness or
friendship in informal groups and good relations between colleagues,
emphasizing the influence of friendship and informal social groups; (d.)
Support is related to support and relationships among colleagues, namely
feelings of mutual help between managers and employees, emphasizing mutual
support between superiors and subordinates; and (e.) Conflict is a situation
where there is conflict or difference of opinion between subordinates and
leaders and subordinates and subordinates (Chandrasari, 2017).
Organizational climate concerns
all the environments in an organization where employees work when carrying out
their work (Kasmiruddin et al., 2021). It is recognized that organizational climate influences the
behaviour of employees as members of the organization, including in mediating
the influence of leadership style on employee loyalty (CAHYANI, 2022).
CONCLUSION
This study shows that
leadership style significantly affects employee performance and loyalty. An
effective and inspiring leadership style can improve employee performance by
providing clear direction, providing support, empowering and recognizing their
contributions. In addition, a team-oriented and collaborative leadership style
can build employee trust, motivation, and loyalty to the organization.
Furthermore, this study shows that organizational climate acts as a mediator or
liaison between leadership style and performance as well as leadership style
and employee loyalty. A positive, inclusive and empowering organizational
climate can increase the positive influence of leadership style on employee
performance and loyalty. A good organizational climate creates a work
environment that supports the growth and development of employees so that they
feel valued and are motivated to contribute optimally. The results of this
study indicate that understanding and applying the right leadership style and
creating a good organizational climate can be key factors in improving employee
performance and loyalty in the work environment. Therefore, organizations must
understand the role and impact of leadership style and organizational climate
in creating a productive work environment and motivating employees to achieve
organizational goals together.
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