Professional Documents
Culture Documents
Org Culture Performance 2020
Org Culture Performance 2020
https://www.emerald.com/insight/2056-4929.htm
Abstract
Purpose – The objective of this study is to analyze the influence of transglobal leadership and organizational
culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis
Transaksi Keuangan (PPATK) Indonesia.
Design/methodology/approach – The population was 308 staff members of PPATK, which consists of
regular and temporary employees; all of them have different backgrounds. Temporary employees are from the
Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and
Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on
employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This
group of employees did not participate as respondents in this study because they were not involved in financial
transaction reports or analysis.
Findings – Leadership style and organizational culture influence job performance. Inter-employee trust is
moderating the influence of transglobal leadership and organizational culture toward job performance.
Originality/value – In organizations, the implementation of culture on methods for developing behavior,
which means organizational culture, will affect the behavior of individuals who work in the organization.
Synergy between individuals and organizational culture will improve job performance, because the goals of
organizational culture are applied in a transglobal context, likely to produce positive performance and
organizational development outcomes. Facilitate the vision and mission of the organization and one of them is
developing human resource competencies.
Keywords Transglobal leadership, Organizational culture, Employee performance, Inter-employee trust
Paper type Research paper
1. Introduction
The objective of this study is to analyze the influence of transglobal leadership and
organizational culture on job performance with inter-employee trust as a moderating variable in
Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia. PPATK or Financial
Intelligent Unit (FIU) was established by the 2012 Decree number 15 about Money Laundering
and its amendment, the 2010 Decree no 8. These decrees state that money laundering is a
criminal act and discuss reporting processes, witness and whistle blower protections. In
addition, these decrees act as a collaboration effort between national or international
institutions to prevent or eradicate money laundering. PPATK is responsible for preventing
and eradicating money laundering, then managing data and information, while also monitoring
the compliance of whistle blowers and analyzing financial transactions that are alleged to
violate Decree No. 8 of 2010 concerning money laundering or other criminal acts.
Based on the 2010 Decree number 8, “stolen asset” refers to an asset an individual or
organization obtained from criminal act. Article 2 of the Decree explained “criminal act” as International Journal of Public
Leadership
corruption, bribery, narcotic and drug violation, human trafficking, people smuggling Vol. 16 No. 3, 2020
pp. 319-335
(including migrant workers), criminal act committed in banking sector, stock exchange, © Emerald Publishing Limited
2056-4929
insurance companies or custom and excise, illegal arms trade, terrorism, kidnapping, theft, DOI 10.1108/IJPL-11-2019-0071
IJPL embezzlement, fraud, counterfeiting money, gambling, prostitution, criminal act committed
16,3 in taxation, forestry, environmental sector, marine and fishery and/or other types of criminal
act. An Indonesian citizen who commits such criminal acts, either in Indonesia or other
countries, will be charged with at least 4 (four) years of imprisonment.
The 2010 Decree number 8 was established in order to meet 40 recommendations of
Financial Action Task Force on Money Laundering (FATF). Established in Paris in 1989,
FATF is an international pact between seven developed countries to eradicate money
320 laundering. In addition, the establishment of FIU is regulated by several conventions, for
example the United Nations Convention against Corruption (UNCAC). FATF requires all FIU
to meet the 40 recommendations by making ratification or validation and implementing the
recommendations into regulations on money laundering and other related regulations.
Money laundering has a tremendous negative impact, for instance financial sector
accountability and economic stability. To cover their tracks, money launderers will
frequently use certain companies that blur the lines between legal and illegal assets. These
companies will have a greater competitive advantage compared to other companies whose
operating activities consist of only legal assets. More particularly in developing countries,
government may lose control over their economic policy due to an excessive amount of illegal
assets in their economic system. Advanced technology, e-money and cyber space blur
territorial boundaries. As a result, the number of organized crime activities occurring across
borders is increasing sharply.
Countries across the world have come to an agreement that money laundering is an
extraordinary crime that can destroy the global economic system. PPATK uses an approach
called “follow the money” in preventing and eradicating money laundering. Based on this
approach, PPATK established Rezim Anti Pencucian Uang (APU) or an Anti-Money Laundering
Regime involving various institutions with significant roles and functions, namely Whistle
Blowers, Supervising and Regulatory Agencies, Law Enforcement and other institutions.
Experts have reported that positive managerial expectation manifests into managerial
behavior, such as conducting training and providing opportunity to participate in decision-
making (Liden et al., 1993). Such practices will increase trust between employees and
supervisors and the organization and help organizations achieve their goals.
In organizational culture, two important aspects are transglobal leadership and trust,
where trust is the key component that drives job performance which has high academic and
practical significance. Previous studies showed that trust has significant influence toward
productivity of organizations (Mayer and Davis, 1999; Prusak and Cohen, 2001).
Many studies are focusing on methods to develop and improve inter-employee trust
between employees, supervisors and the CEO. The number of studies suggests that trust has
a pivotal role within organizations. This finding is in line with Konovsky and Pugh (1994) that
states inter-employee trust and trust in managers positively influence social exchange. This
finding is also in accordance with Aryee et al. (2002) that there is a relationship between trust
toward organization and organizational commitment and job satisfaction. In conclusion, a
high level of inter-employee trust can lead to greater job performance.
In order to further their success, organizations should encourage employees to increase
their job performance. A high level of job performance is the key to achieve business goals.
Organizations should carry out human resource management practices that encourage
employees to improve their job performance. Thus, it is important to conduct this study in
order to obtain information on human resource management in PPATK.
The money laundering is occurring between employees with various backgrounds. The
important thing that is need to handle money laundering is trust between employees. Trust
between employees needs to be done because handling information about the crime received
by INTRAC will be carried out in synergy and continuity from one Work Unit to others. If
there is no trust between employees, work success is hampered because it will raise suspicion
between divisions and even between individuals. Therefore, trust between employees is an Inter-employee
interesting and important thing from this research. trust as
Employees at INTRAC often don’t trust each other. This lack of trust stems from the
employees’ various backgrounds, institutions, jobs and professions, thus, employee
Moderating
performance becomes suboptimal. This condition arises because of allegations from a group Variable
of employees or certain work units against other employees or work units, especially those
related to leakage of Analysis Results (AR) or the emergence of data for analysis material that
is often invalid. Analysis Results (AR) is a confidential document that is only submitted to the 321
investigator. Other forms of distrust are triggered by professional egoism that exists
between the analysts and law enforcement. Therefore, to achieve the vision and mission of the
organization, INTRAC needs to maximize the organizational functions by optimizing the
performance of its employees, specifically through efforts to increase trust between employees.
Several factors must be considered to determine job performance. These factors include:
organizational culture, leadership, professionalism and trust between employees. A method
to increase job performance is paying attention to culture of an organization. Culture refers to
the values and characteristics that distinguish one organization from another. Well-
developed organizational culture can have a positive influence toward employee behavior
and job performance.
The existence of inconsistent relationships raises the gap of research, as follows: First, on
the relationship between Leadership and Performance, Russell and Stone (2002), Hayward
(2005), Sabir and Khan (2011), Suparman (2007), Ardansyah (2013), Harwiki (2013), Pariaribo
(2014), Choudhary et al. (2014), McCann et al. (2014), Liden et al. (1993), Abid et al. (2015),
Tischler et al. (2016) showed a significant and positive influence. On the other hand, Leem
et al. (2015), Lisbijanto and Budiyanto (2014) showed that there was no significant influence.
The occurrence of an inconsistent relationship provides an opportunity for further research
or a gap that can be investigated. One of those researches is believed to require mediation
variables. In this study, professionalism and trust among employees are placed as mediation
of the relationship. Second, on the relationship between organizational culture and employee
performance, Abraham (2005), Robert (2009), Sohail and Al-Ghamdi (2012), Hameed et al.
(2014), Smits et al. (2016) showed a significant and positive influence. On the other hand, Mian
et al. (2017) showed that there was no significant influence. As in the previous description, one
of the inconsistencies is also believed to require mediating variables. There are two variables
in this research, professionalism and trust among employees, which are placed as a mediation
of the relationship.
In an organization, implementation of culture refers to a method to develop behavior,
which means organizational culture will influence behavior of individuals working in the
organization. Synergy between individual behavior and organizational culture will improve
job performance, since the objective of organizational culture is facilitating achievement of
visions and missions of organization and one of which is developing human resource
competence. Therefore, organizational culture is one of the important criteria that determines
growth and success of an organization. Organizational culture is defined as a series of value,
belief and behavior that affects identity of an organization and behavior of its employees
(Sharkey et al., 2012). Experts have argued that organizational culture becomes the basis for
adaptation and the key that determines the success of an organization and therefore,
numerous studies have been conducted to identify the value or behavioral norm that is the
major contributor of an organization’s success (Rashid et al., 2003).
2. Literature review
2.1 Transglobal leadership
Behavioral leadership theory states that the leadership style of a manager has a direct
influence toward the effectiveness of a team work (Kreitner dan Kinicki, 2005, p. 302). In an
IJPL organization, team work refers to a working unit and a manager is assigned to every working
16,3 unit. Leadership managers influence the performance of working unit, which in turn
influences the performance of the organization. Furthermore, the assumption of behavioral
leadership is that there has always been room for improving the leadership style of a
manager.
Leadership and leadership style are two inseparable components. Leadership style
refers to methods managers apply to influence on another person’s behavior. Until
322 recently, there are two types of leadership style that are frequently used in various
researches, namely transformational and transactional. Transactional leadership
emphasizes on transactional process between managers and employees. This allows
managers to give motivation and influence employees through several methods such as
exchange of information or job performance-based reward. Furthermore, Bass (1985,
p. 17) stated that transformational leaders are charismatic leaders who give individual
consideration and intellectual stimulus. Transformational leadership, according to (Yukl,
2012), is a type of leadership in which employees trust, respect, are loyal to and appreciate
their managers. As a result, employees are motivated to exceed their manager’s
expectation.
In the early stage, leadership style appeared in local version; some of which are transactional
and transformational leadership (Sharkey et al., 2012). Transglobal Leadership Theory is
derived from both transactional and transformational leadership; this is the most recent
continuum of the two leadership styles (Conger et al., 2000, p. 34).
Sharkey et al. (2012) explained that the previous leadership, either transactional or
transformational, has not yet been able to reach the global aspects. Transglobal leadership is
leadership style that affects various countries and culture (Sharkey et al., 2012). It is universal
and has major contribution toward human resource development. Transglobal leadership
creates a more interesting, meaningful, prosperous and dignified way of life.
Transglobal leadership is a visionary that aims to improve quality of life of all nations across
the globe. In many occasions, transglobal leaders are controversial but their leadership has
transformed a lot of people. Currently, the world needs leaders who have good economic, cultural,
legal and political standing. A leader should consider him or herself an open-minded global
citizen. Transglobal leadership is needed due to transglobal trading and global integration of
technology. Future managers should understand how to handle global production, marketing
and sales in order to achieve competitive advantage (Sharkey et al., 2012).
Based on leadership intelligence, Sharkey et al. (2012) defined six types of intelligence of
transglobal leadership:
(1) Cognitive intelligence, a leader should have high intelligence which is represented by
his or her IQ;
(2) Moral intelligence, a leader should have clear ethical guidance and understand global
impact of ethics;
(3) Emotional intelligence, a leader should be emphatic and be able to connect to other
people on social and emotional level. He or she should be aware of the pivotal role of
emotional intelligence toward an individual;
(4) Cultural intelligence, a leader should understand cultural value and customary of an
area or country in which he or she is assigned to. A leader with cultural intelligence
has always learned and practice his or her ability to use local culture to generate more
benefit for his or her organization;
(5) Business intelligence, a leader should understand components of successful business.
A leader who has high level of business intelligence is going to develop a framework
that involves not only financial aspect but also functionality, process, data and Inter-employee
information and other perspectives; and trust as
(6) Global intelligence, a leader should understand law and regulation, government, Moderating
economic and procedural aspects in which he or she is assigned to. A leader with Variable
global intelligence always learns about different procedures from different countries
and makes some adjustment. He or she creates a balance between global
standardization and local interest. 323
3. Methodology
The title of this study is The Effect of Transglobal Leadership and Organizational Culture on
Job Performance – Indonesia. Figure 1 shows the research model and explanation of each
operational variable can be seen in Table 1.
Inter-Employee
Trust
Transglobal
Leadership
Employee
Performance
Organizational Figure 1.
Culture Conceptual framework
IJPL No Variable Indicator Item Source
16,3
1 Transglobal Cognitive (1) Manager’s Cognitive Ability Sharkey et al. (2012)
leadership Intelligence (2) Manager’s Ability
Emotional (1) Manager’s Decision-Making
Intelligence (2) Manager’s Emotion State
(3) Manager’s Understanding
326 (4) Manager’s Influence
Culture (1) Manager’s Willingness
Intelligence (2) Risk-taking Attitude
(3) Respect toward Manager
(4) Manager’s Transparency
Business (1) Manager’s Strategic Ability
Intelligence (2) Understanding about organization
and all stakeholders
(3) Manager’s understanding about his
or her job description
(4) Method of Evaluation on
Performance of his or her
organization
Global (1) Solutions Manager Provides
Intelligence (2) Relationship between Managers
and Other Organizations
Moral (1) Responsibility
Intelligence (2) Willingness to Accept Other
People’s Opinion
(3) Sharing of Information
(4) Match between words and actions
2 Organizational Mission (1) Target of Organization Denison and Misra
culture (2) Objective and Vision of (1995)
Organization
Consistency (1) Cooperative Work between
Organization and Employees
(2) Match between Job Description and
Employment Contract
Adaptability (1) Organizational System
(2) Organization as Place to Learn
(3) Organization as Place to Earn
Position
Participation (1) Match between development and
resources
(2) Participation of all employees
(3) Team work
3 Kepercayaan Antar Ability (1) Co-worker Mayer et al. (1995)
Pegawai (2) Ability to work along with co-
workers
(3) Co-worker’s Competence
Benevolence (1) Attention to Co-worker
(2) Ability to share responsibility with
co-worker
(3) Ability to rely on co-worker to
finish a job
Integrity (1) Ability to trust co-worker’s
(2) Co-worker’s Honesty
(3) Co-worker’s Skills
Table 1.
Operational variables (continued )
No Variable Indicator Item Source
Inter-employee
trust as
4 Job performance Quality of Work (1) Appraisal Soedjono as cited in
(2) Accuracy Chapman et al. (2005)
Moderating
(3) Quality of Work Standardization Variable
(4) Mastery
(5) Quality of Work
Quantity (1) Ability to meet target 327
(2) Outcome
(3) Overtime
Responsibility (1) Importance of Work
(2) Disappointment due to inability to
meet target
Punctual (1) Spending time to work
(2) Being punctual
(3) Having to postpone work for any
issues
Effectiveness (1) Willingness to take extra work
(2) Error because of working with
organization
Independence (1) I accept all job responsibility
(2) I can finish my job without other
people
Commitment (1) Ability to work well
(2) Resignation
(3) Care about Organization Table 1.
The sample is a part of the population that is used to generalize the population. Sekaran (2006)
stated that the sample is a part of the population and consists of particular members of the
population. Running an analysis on the sample allows researchers to draw conclusions or
generalizations about the population. Sampling refers to the process of selecting samples
from the population so that the researcher is able to understand characteristics of the sample
and use the sample to draw conclusion about the entire population.
The sampling technique in this study was probability sampling because the population is
finite and a sample framework is available. Sample framework refers to a list of PPATK
employees; this list allowed the researchers to conduct random sampling. This sampling was
proportional stratified random sampling because PPATK hires two types of employees with
the same task and responsibility (regular and temporary employees). These were considered
as strata. These employees became both sample and respondents in this study.
Involving representative samples allows researchers to apply their finding to not only the
sample but generalize their findings to the whole population. There are two criteria for
representative samples: accuracy and precision. Samples are said to be accurate when
statistical analysis of the sample can estimate the population correctly. Whereas precision is
the extent to which research findings based on samples can accurately represent the
population. Based on the Slovin Formula with 95% level of confidence, the total sample in this
study was 175 respondents. The following table shows the proportional stratified random
sampling method the researchers used to select samples from the whole population (the
PPATK staff).
The data collection method was survey. Questionnaires were distributed to the
respondents and they selected particular responses that matched their perception. The
questionnaires probed the respondents’ perception and opinion about organizational culture,
leadership style, professionalism, trust and job performance.
IJPL The questionnaire consisted of statements and used the Likert scale to gain information
16,3 from the respondents. Therefore, the data came in the form of interval data. Respondents
gave their responses based on 5-point Likert scale as follows:
(1) Strongly agree: 5
(2) Agree: 4
328 (3) Neutral: 3
(4) Disagree: 2
(5) Strongly disagree: 1
Data analysis method used in this study is partial least square, where the structural model as
the object of analysis has fulfilled the reflective or formative models (Solimun et al., 2017).
Structural model in WarpPLS consists of two: (1) outer model or latent variable data from its
indicators and (2) inner model or relationship between latent variables (recursive or non-
recursive).
Inter-Employee
Trust
β: 0.232
Transglobal (P = 0.011)
Leadership β: 0.398 β: 0.250
(P = 0.001) (P = 0.005)
Employee
Performance
β: 0.255
Figure 2. Organizational (P = 0.004)
Analysis result Culture
Cognitive Intelligence, Emotional Intelligence, Culture Intelligence, Business Intelligence, Inter-employee
Global Intelligence and Moral Intelligence which would have an impact on high employee trust as
performance (Y3) which was reflected in the aspects of Work Quality, Work Quantity,
Employee Responsibility, Timeliness, Effectiveness, Independence and Work Commitment.
Moderating
The most important thing that needs to be done by a leader is to constantly learn from Variable
experience, whether or not they are involved in the participation of a task force or team work,
interaction with superiors, colleagues or in contact with mentors or resource persons. The
success of a leader is an indication of being able to create a work environment that is 331
conducive to the environment, such as giving opportunities to subordinates to develop their
potential and achievements that lead to feelings of job satisfaction or in other words to
motivate their subordinates. Therefore, this leadership style of a leader can influence the
performance of employees.
Third, The analysis showed that organizational culture (X2) has influence toward inter-
employee trust (Y2). High organizational culture (X2), where mission, consistency,
adaptability and participation become the indicators, results in high inter-employee trust
(Y2), in which ability, benevolence and integrity become the indicators.
Organizational culture is an instrument that allows every individual to work together
simultaneously. Kreitner and Kreitner dan Kinicki (2005) postulated that organizational
culture is social entity that binds members of organization. This social entity enables people
from different background to work as a team. In conclusion, good organizational culture will
increase inter-employee trust.
This study is in line with Abraham (2005) who investigated the relationship between social
workers in the Israeli health care system through structured questionnaires. Regression
analysis was used for hypothesis testing. This study reported that organizational culture which
challenges employees reduces number of absence and eliminate intention to resign from work
or organization. Robert (2009), who used questionnaires from 156 permanent employees from
various organizations and correlation analysis, regression and structural equation modeling
(SEM) as data analysis methods, reported that socialization develops connection between need
of employees and organizational culture.
Keren and Shay conducted a survey of employees from pharmaceutical companies in
Israel, the United Kingdom and Hungary. The respondents totaled 205 employees. The
response rate of the questionnaire was good (61%). The relational and zero-order
confirmatory factor analysis showed that the two factors of trust are interrelated, but have
different construction, meaning employees can develop trust toward certain individuals (e.g.
supervisors) and general representatives (e.g. organizations).
The objective of organizational culture is to change the attitude and behavior of human
resources in order to increase productivity and prepare them to face challenges in the future.
The benefit of good organizational culture is that it can improve mutual cooperation,
togetherness, transparency and kinship as well as to develop better communication and
increase productivity and responsiveness toward the current trend in business sector.
The finding of this study is in line with Smits et al. (2016) discussion of the leadership role
of medical doctors in developing health care culture that restores, cares for and preserves the
components of traditional medication. Organizational culture and leadership are used to
describe structural interdependence and current dynamic complexity and to suggest the
methods the medical doctors take to strengthen the component of cultural health care. Based
on the findings, it can be concluded that the leader of an organization is able to influence
organizational culture and strengthen health care components.
The objective of the study conducted by Sejjaaka and Kaawaase (2014) is to determine
construction of professionalism, reward and job satisfaction. Using the pre-existing scale for
this construction, the authors collected data from 277 ICPAU license holders and conducted
factorial analysis to check their validity. Considering the significance of organization-
IJPL professional conflict (OPC) debates toward job performance in community and private sector
16,3 organizations, the authors used ANOVA to assess significant difference between certified
public accountants (CPA) in the private and public sectors. The finding showed that four
variables can be used as the right actions in the development of a market environment, even
with some modifications. In addition, there is no significant difference in professionalism,
awards and organizational commitment between personal values and CPAs.
Fourth, the finding showed that organizational culture (X2) has influence toward job
332 performance (Y3). High organizational culture (X2), represented by mission, consistency,
adaptability and participation, will improve job performance (Y3) of which indicators are
quality of work, quantity, responsibility, punctuality, effectiveness, independence and job
commitment.
One method to improve job performance is to pay close attention to organizational culture.
In this context, culture refers to value and characteristics of an organization that allows the
organization to stand out against its competitors. Organizational culture has positive
influence toward job performance. Well-developed organizational culture affects behavior of
employees and encourages them to have higher achievement.
6. Research recommendations
Based on the results of this research, several suggestions are recommended to the next
research and object of the research as follows: (1) All INTRAC employees and leaders can
apply the transglobal leadership style because it tends to be more suitable. This research
found that a good transglobal leadership style will be able to increase professionalism as well
as trust between employees directly or indirectly improving employee performance; (2)
Future research can enrich research results by adding relevant variables, such as employee
commitment, employee job satisfaction and others.
References
Abid, H.R., Gulzar, A. and Hussain, W. (2015), “The impact of servant leadership on organizational
citizenship behaviors with the mediating role of trust and moderating role of group
cohesiveness: a study of public Sector of Pakistan”, International Journal of Academic Research
in Business and Social Sciences, Vol. 5 No. 3, p. 234, doi: 10.22146/jlo.42946.
Abraham, P. (2005), “Nitro-arginine methyl ester, A non-selective inhibitor of nitric oxide synthase
reduce ibuprofen-induced gastric mucosal injury in the rat”, Digestive Diseases and Sciences,
Vol. 50 No. 9, pp. 1632-1640, doi: 10.1007/s10620-005-2908-y.
Agustia, D. (2006), Pengaruh Profesionalitas Auditor Terhadap Variabel–Variabel Individual Work
Outcomes, Majalah Ekonomi, ahun XVI No. 1 April 2006.
Ardansyah, M. (2013), Pengaruh Kepemimpinan Kepala Sekolah, Budaya Organisasi, Kepuasan Kerja,
dan Motivasi Kerja terhadap Kinerja Guru SMK Negeri di Kota Medan, (Doctoral dissertation,
UNIMED).
Armstrong, R.W. and Sweeney, J. (1994), “Industry type, culture, mode of entry and perceptions of
international marketing ethics problems: a cross-cultural comparison”, Journal of Business
Ethics, Vol. 13 No. 10, pp. 775-785, doi: 10.1007/BF00876258.
Aryee, S., Budhwar, P.S. and Chen, Z.X. (2002), “Trust as a mediator of the relationship between
organizational justice and work outcomes: test of a social exchange model”, Journal of
Organizational Behavior, Vol. 23, pp. 267-85, doi: 10.1002/job.138.
Bass (1985), Leadership and Performance beyond Expectation, Academic Press, New York.
Boe, T.A. (2002), “Gaining and/or maintaining employee trust within service organizations”,
Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree in
Training and Development, University of Wisconsin-Stout.
Bungin, B.M. (2011), “Konstruksi sosial media massa: kekuatan pengaruh media massa, iklan televisi Inter-employee
dan keputusan konsumen serta kritik terhadap, Peter L. Berger & Thomas Luckmann”,
Kencana. trust as
Carneiro, A. (2008), “When leadership means more innovation and development”, Business Strategy
Moderating
Series, Vol. 9 No. 4, pp. 176-184, doi: 10.1108/17515630810891843. Variable
Chapman, D.S., Uggerslev, K.L., Carroll, S.A., Plasentin, K.A. and Jones, D.A. (2005), “Applicant attraction
to organizations and job choice: a meta-analytic review of the correlates of recruiting outcomes”,
Journal of Applied Psychology, Vol. 90 No. 5, pp. 928-944, doi: 10.1037/0021-9010.90.5.928. 333
Choudhary, M., Shukla, S.K., Taher, A., Siwal, S. and Mallick, K. (2014), “Organic–inorganic hybrid
supramolecular assembly: an efficient platform for nonenzymatic glucose sensor”, ACS
Sustainable Chemistry and Engineering, Vol. 2 No. 12, pp. 2852-2858, doi: 10.1021/sc500613q.
Conger, J.A., Kanungo, R.N. and Menon, S.T. (2000), “Charismatic leadership and follower effects”,
Journal of Organizational Behavior: The International Journal of Industrial, Occupational and
Organizational Psychology and Behavior, Vol. 21 No. 7, pp. 747-767, doi: 10.1002/1099-
1379(200011)21:7<747::AID-JOB46>3.0.CO;2-J.
Davis, K.J.W.N. (1985), Perilaku Dalam Organisasi, Erlangga, Jakarta.
Denison and Misra (1995), “Toward of organizational culture and effectiveness”, Organization Science,
Vol. 6 No. 2.
Erikson, K.M., Jones, B.C., Hess, E.J., Zhang, Q. and Beard, J.L. (2001), “Iron deficiency decreases
dopamine D1 and D2 receptors in rat brain”, Pharmacology Biochemistry and Behavior, Vol. 69
Nos 3-4, pp. 409-418, doi: 10.1016/s0091-3057(01)00563-9.
Goswami, A., Nair, P., Beehr, T. and Grossenbacher, M. (2016), “The relationship of leaders’ humor
and employees’ work engagement mediated by positive emotions: moderating effect of leaders’
transformational leadership style”, Leadership and Organization Development Journal, Vol. 37
No. 8, pp. 1083-1099.
Hameed, B., Mehta, N., Sapisochin, G., Roberts, J.P. and Yao, F.Y. (2014), “Alpha-fetoprotein level>
1000 ng/mL as an exclusion criterion for liver transplantation in patients with hepatocellular
carcinoma meeting the Milan criteria”, Liver Transplantation, Vol. 20 No. 8, pp. 945-951, doi: 10.
1002/lt.23904.
Harwiki, W. (2013), “The influence of servant leadership on organization culture, organizational
commitment, organizational citizenship behavior and employees’ performance (study of
outstanding cooperatives in East Java Province, Indonesia)”, Journal of Economics and
Behavioral Studies, Vol. 5 No. 12, pp. 876-885.
Hayward, B.A. (2005), “Relationship between employee performance, leadership and emotional intelligence
in organizations South Africa”, International Journal A thesis Rhodes University, Vol. 1 No. 6, p. 2.
Hofstede, G., Neuijen, B., Ohayv, D.D. and Sanders, G. (1990), “Measuring organizational cultures: a
qualitative and quantitative study across twenty cases”, Administrative Science Quarterly,
pp. 286-316, doi: 10.2307/2393392.
Konovsky, M.A. and Pugh, S.D. (1994), “Citizenship behavior and social exchange”, Academy of
Management Journal, Vol. 37 No. 3, pp. 656-669, doi: 10.2307/256704.
Kreitner dan Kinicki (2005), Perilaku Organisasi, Salemba Empat, Jakarta.
Leem, J., Wang, M.C., Kang, P. and Nam, S. (2015), “Mechanically self-assembled, three-dimensional
graphene–gold hybrid nanostructures for advanced nanoplasmonic sensors”, Nano Letters,
Vol. 15 No. 11, pp. 7684-7690, doi: 10.1021/acs.nanolett.5b03672.
Liden, R.C., Wayne, S.J. and Stilwell, D. (1993), “A longitudinal study on the early development of
leader-member exchanges”, Journal of Applied Psychology, Vol. 78, pp. 662-674, doi: 10.1037/
0021-9010.78.4.662.
Lisbijanto, H. and Budiyanto (2014), “Influence of servant leadership on organization performance
through job satisfaction in employees cooperatives Surabaya”, International Journal of Business
and Management Invention, Vol. 3 No. 4, pp. 6.
IJPL Luthans, F. (2002), Organizational Behavior, 9th ed., McGraw-Hill, New York.
16,3 Mangkunegara, A.A.P. (2005), “Evaluasi kinerja SDM”, Tiga Serangkai.
Mayer, R.C. and Davis, J.H. (1999), “The effect of the performance appraisal system on trust for
management: a field quasi-experiment”, Journal of Applied Psychology, Vol. 84 No. 1,
pp. 123-136, doi: 10.1037/0021-9010.84.1.123.
Mayer, R.C., Davis, J.H. and dan Schoorman, F.D. (1995), “An integrative model of organizational
334 trust”, Academy of Management Review, Vol. 30 No. 3, pp. 709-734, doi: 10.2307/258792.
McCann, J.T., Graves, D. and Cox, L. (2014), “Servant leadership, employee satisfaction, and
organizational performance in rural community hospitals”, International Journal of Business
and Management, Vol. 9 No. 10, p. 28, doi: 10.5539/ijbm.v9n10p28.
Mian, A., Sufi, A. and Verner, E. (2017), “Household debt and business cycles worldwide”, The
Quarterly Journal of Economics, Vol. 132 No. 4, pp. 1755-1817, doi: 10.1093/qje/qjx017.
Pariaribo, N. (2014), Pengaruh Gaya Kepemimpinan Burnout Kerja Terhadap Kepuasan Kerja Serta
Dampaknya Terhadap Kinerja Pegawai Pada Badan Perencanaan Pembangunan Daerah di
Kabupaten Supiori, available at: http://ejournal. uajy. ac. id/4769/1. Jurnal. pdf pada tanggal
(accessed 12 February 2015).
Prusak, L. and Cohen, D. (2001), “How to invest in social capital”, Harvard Business Review, Vol. 79
No. 6, pp. 86-93.
Rashid, A.M.Z., Sambasivan, M. and Johari, J. (2003), “The influence of corporate culture and
organizational commitment on performance”, Journal of Management Development, Vol. 22
No. 8, pp. 708-728, doi: 10.1108/02621710310487873.
Rivai, V. and Basri, A.F.M. (2005), Performance Appraisal: Sistem Yang Tepat Menilai Kinerja
Pegawai Dan Meningkatkan Daya Saing Perusahaan, Rajawali Pers, Jakarta.
Robbins, S. (2001), SPSS Statistik Multivariat, PT, Elex Komputindo,Kelompok Gramedia, Jakarta.
Robert, E.S. (2009), Cooperative Learning Teori, Riset Dan Praktik, Nusa Media, Bandung.
Russell, R.F. and Stone, A.G. (2002), “A review of servant leadership attributes: developing a
practical model”, The Leadership and Organization Development Journal, Vol. 23 No. 3,
pp. 145-157, doi: 10.1108/01437730210424.
Sabir, M.S. and Khan, M.A. (2011), “Impact of leadership style on organization commitment: in AA
mediating role of employee values”, Journal of Economics and Behavioral Studies, Vol. 3 No. 2,
pp. 145-152, doi: 10.22610/jebs.v3i2.265.
Schein, E.H. (1991), What is Culture, Sage Publications, Newbury Park, CA, pp. 243-253.
Sekaran, U. (2006), Metodologi Penelitian Untuk Bisnis, Salemba Empat Publisher, Jakarta.
Sejjaaka, S.K. and Kaawaase, T.K. (2014), “Professionalism, rewards, job satisfaction and
organizational commitment amongst accounting professionals in Uganda”, Journal of
Accounting in Emerging Economies, Vol. 4 No. 2, pp. 134-157.
Sharkey, L.D., Nazneen, R., Robbert, A.C. and Peter, A.B. (2012), Winning with Transglobal Leadership:
How to Find and Develop TOP Global Talent to Build WorldClass Organization, Grow-Hill
Education, Mc.
Simamora, H. (2002), Manajemen Sumber Daya Manusia, STIE YKPN, Yogyakarta.
Singarimbun, M. and Effendi, S. (1995), Metode Penelitian Survai Edisi Revisi, Lp3ES, Jakarta.
Smits, W.K., Lyras, D., Lacy, D.B., Wilcox, M.H. and Kuijper, E.J. (2016), “Clostridium difficile
infection”, Nature Reviews Disease Primers, Vol. 2, p. 16020.
Sohail, M.S. and Al-Ghamdi, S.M. (2012), “The relationship between strategy, reward and
organisational performance: an empirical investigation”, Middle-East Journal of Scientific
Research, Vol. 11 No. 10, pp. 1463-147, doi: 10.5829/idosi.mejsr.2012.11.10.1587.
Solimun, A.A.R., Fernandes and Nurjannah, N. (2017), “Multivariate statistical method: structural
equation modeling based on WarpPLS”.
Suparman, E. (2007), Hukum Waris Indonesia Dalam Perspektif Islam, Adat, dan BW, PT Refika Inter-employee
Aditama, Bandung.
trust as
Trong, T.L. (2012), “Behind knowledge transfer”, Management Decision, Vol. 50 No. 3, pp. 459-478.
Moderating
Tischler, L., Giambatista, R., McKeage, R. and McCormick, D. (2016), “Servant leadership and its Variable
relationships with core self-evaluation and job satisfaction”, The Journal of Values-Based
Leadership, Vol. 9 No. 1, p. 8.
Tzafrir, S.S. and Dolan, L.S. (2004), “Trust ME: a scale for measuring employee manager trust”, 335
Journal of Management Research, Vol. 2 No. 2, pp. 117-134.
Timpe, H.J. (1988), “Photoinitiator systems for concurrent radical and cationic polymerization”, Pure
and Applied Chemistry, Vol. 60 No. 7, pp. 1033-1038.
Whitener, E.M. (2001), “Do ‘high commitment’ human resource practices affect employee commitment?
A cross- level analysis using hierarchical linear modeling”, Journal of Management, Vol. 27,
pp. 515-35, doi: 10.1080/09585190601178745.
Wibowo (2013), Budaya Organisasi, PT. Raja Grafindo Persada, Jakarta.
Yukl, G. (2012), “Effective leadership behavior: what we know and what questions need more
attention”, Academy of Management Perspectives, Vol. 26 No. 4, pp. 66-85, doi: 10.5465/amp.
2012.0088.
Further reading
Ardhana, I.W. (2000), Penelitian Pendidikan. Malang: Departemen Pendidikan.
Shay, M., Keren, A., Koren, G., Kanigel, A., Shafir, O., Marcipar, L., Nieuwenhuys, G., Morenzoni, E.,
Suter, A., Prokscha, T., Dubman, M. and Podolsky, D. (2009), “Interaction between the
magnetic and superconducting order parameters in a La 1.94 Sr 0.06 CuO 4 wire studied via
muon spin rotation”, Physical Review B, Vol. 80 No. 14, p. 144511, doi: 10.1103/PhysRevB.80.
144511.
Soedjono, S. (2005), “Pengaruh budaya organisasi terhadap kinerja organisasi dan kepuasan kerja
kryawan pada terminal penumpang umum di Surabaya”, Jurnal Manajemen dan
Kewirausahaan, Vol. 7 No. 1, pp. 22-47.
Corresponding author
Bjardianto Pujiono can be contacted at: bjardianto.ub@gmail.com
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com