Examining Linkage Leadership Style, Employee Commitment, Work Motivation, Work Climate on Satisfaction and Performance

Abstract

This study aims: to test and analyze the influence of leadership style, employee commitment, work motivation, and work climate on employee job satisfaction with direct and indirect effects. This study uses primary data from a survey of 221 employees as sample. Data were analyzed using Structural Equation Modeling (SEM) with AMOS. The results showed that: (1) empirically, the leadership style, employees commitment, work motivation, and work climate had a positive and significant effect on job satisfaction; (2) employees commitment, work motivation, and work climate have a positive and significant effect on employees performance through job satisfaction as an intervening variable, while leadership style has no significant effect; (3) employee commitment, work motivation, and work climate indirectly have a positive and significant effect on employees performance through job satisfaction as an intervening variable, while the leadership style has no significant effect; and (4) job satisfaction has a positive and significant direct influence on employees performance. This study suggested that work motivation, employee commitment, and work climate that provide significant influence need to be maintained, while leadership styles that have insignificant influence on employee performance need to be improved and prioritized as the company's efforts to improve job satisfaction and employee performance.

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

“…The positive relationship between LSs and IEP supports the results of research conducted by (Megawaty et al 2022;Tran and Truong 2021;Alahbabi et al 2021;Wanta and Augustine 2021;Pratiwi and Nawangsari 2021;Kaltiainen and Hakanen 2022;Peng and Chen 2021;Kadarusman and Bunyamin 2021;Ahmed et al 2022;Ali et al 2018;Humborstad et al 2014;Qian et al 2018;Kim et al 2018;Fu et al 2020;Shi et al 2022;Cheong et al 2019). The positive relationship between LSs and HIHRMPs strengthens the results of the research conducted by (Demo et al 2022;Zhao and Huang 2022;Kloutsiniotis et al 2022;AlAbri et al 2022).…”

“…When servant, shared, and empowering leadership align with digitization, their relationship with IEP is interesting to study. Leadership styles are related to employee performance (Megawaty et al 2022), as are HRMPs (Dela Crus and Cabaluna 2022). HRP, training, compensation, and OHS are HRMPs that are important and relevant to study in the digital economy.…”

The determinants of job satisfaction amongst specific migrant construction workers

“…They found tangible characteristics of workers' remuneration systems often influence job satisfaction and staff motivation for autonomy, competence and relatedness. Similarly, other studies agree that remuneration motivates staff and organisations' (Adeoye and Fields, 2014;Al-Abbadi and Agyekum-Mensah, 2022;Boachie-Mensah and Dogbe, 2011;Megawaty et al, 2022;Mehran, 1995). Where work interdependencies are critical, Bloom (1999) suggests that a high-ability wage can motivate workers.…”

Makna Kepemimpinan Bupati Gresik dalam Perspektif Kepemimpinan Islami

“…Pemimpin yang akan dimintai pertanggung jawaban atas kepemimpinannya tersebut, baik dilevel yang paling tinggi maupun pada level yang terendah (Megawaty et al, 2022). Konsep kepemimpinan ini sesungguhnya memberikan teladan dan ajaran kepada kita semua bahwa setiap manusia itu mempunyai hak dan kewajiban serta tanggung jawab yang seimbang, sehingga tidak boleh ada eksploitasi, pemaksaan, dan pembebanan yang diluar batas kewajaran (Oubrich et al, 2021).…”