Vol.
11 No .
: June 2023 p-ISSN: 1978-3795.
e-ISSN: 2721-6721 Posted: June, 15-2023 Accepted: June, 20-2023 Published: 2023-06-30 How to Improve Job Satisfaction and Organizational Citizenship Behavior Through Transformational Leadership and Organizational Culture? (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
Danastya Fahreza1.
Langgeng Setyono 2*dan Gunawan Nurtjahjono3 Administras Bisnis.
Universitas Brawijaya.
Malang Administrasi Bisnis.
Universitas Brawijaya,Malang Administrasi Bisnis.
Universitawa Brawijaya.
Malang danastyaokkyf18@student.
id, *langsetyono@ub.
id, gunawan_fia@ub.
Abstrak: Untuk meningkatkan kinerja calon karyawan, perusahaan harus mempromosikan sikap sukarela atau organizational citizenship behavior, dan kepuasaan kerja.
Penelitian ini sangat penting untuk mengidentifikasi dampak kepemimpinan transformasional dan budaya organisasi terhadap kepuasan kerja dan perkembangan perilaku kewargaan perusahaan.
Penelitian ini menggunakan metodologi kuantitatif untuk mengumpulkan data dari 32 karyawan dengan menggunakan strategi sampling jenuh.
Data dianalisis menggunakan teknik SEM berbasis PLS dengan bantuan perangkat lunak SmartPLS.
Hasil penelitian menunjukkan bahwa kepemimpinan transformasional tidak berpengaruh terhadap kepuasan kerja, budaya organisasi berpengaruh positif signifikan terhadap kepuasan kerja, kepemimpinan transformasional tidak berpengaruh terhadap perilaku kewargaan organisasi (OCB), budaya organisasi berpengaruh terhadap OCB, kepuasan kerja tidak memediasi.
kepemimpinan transformasional pada OCB, tetapi hal itu memediasi pengaruh budaya organisasi pada OCB.
Temuan ini akan membantu PT Anugrah Agung Pratama meningkatkan kepuasan kerja dan OCB karyawan.
Kata Kunci: Kepemimpinan Transformasional.
Budaya Organisasi,Kepuasan Kerja.
Organizational citizenship Abstract : The corporation must increase employee voluntary attitudes, organizational citizenship behavior, and job happiness in order to enhance employees' potential job performance.
This study is important for determining the effect of transformational leadership and organizational culture on work satisfaction and the promotion of organizational citizenship behavior.
This study employs a quantitative methodology to collect data from 32 employees utilizing a saturation sampling technique.
With the assistance of SmartPLS software, the data were analyzed using the PLS-based SEM approach.
The results indicated that transformational leadership has no influence on job satisfaction, organizational culture has a significant positive influence on job satisfaction, transformational leadership has no influence on organizational citizenship behavior (OCB), organizational culture has an influence on OCB, job satisfaction does not mediate the influence of transformational leadership on OCB, but it does mediate the influence of organizational culture on OCB.
These findings aid PT Anugrah Agung Pratama in increasing job satisfaction and employee OCB.
Keywords:Transformational Leadership.
Organizational Culture.
Job Satisfaction.
Organizational citizenship JEL : M2.
L8.
INTRODUCTION
Human resources are one of the most important and necessary parts of every organization.
Human resource management is necessary to increase employee work productivity in order to accomplish the best possible employee growth, harmonious working relationships among employees, and effective human resource integration or the goal of efficiency and cooperation(Danang, 2.
Employees are one of the most important components of a company's growth and efforts to achieve its objectives, but employee considerations frequently contribute to the emergence of internal conflicts.
Employee attitudes are influenced by a variety of internal and external influences, with organizational https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
citizenship behavior being one of the external factors(Wirawan, 2.
Employees are not interchangeable with mechanical, static, or hard items.
Employees' talents, like their thoughts, emotions, and behaviors, are not synchronized, since they evolve in response to their surroundings.
an organization comprises people with high OCB, the organization may need to be able to adjust to internal and external environmental changes.
Leadership style is essentially doing what one desires(Ogier, 1.
Transformational leadership is one leadership style that promotes employee happiness and attitude.
This leadership style pushes followers to forego their own interests in favor of corporate interests(Robbins, 2.
Leadership that transforms.
In addition to transformational leadership style, corporate culture is a factor that determines employee happiness and attitude(Delegach et al.
, 2.
Real leaders must be able to steer the organization in a new direction (Yukl, 2.
Leadership is one of the factors that shape and help others to work and enthusiastically achieve planned goals in relation to organizational success (Winardi, 2.
(Handoko, 2.
states, in reality leaders can affect morale and job satisfaction, job loyalty, security, quality of work life, especially the level of achievement of an (Gui et al.
, 2.
finding the Transformational leadership has the strongest impact on relational perceptions, followed by subordinatesAo attitudinal and behavioral outcomes.
Organizational culture refers to the members' common perceptions of the organization (Handoko, 2.
In addition to leadership, the most critical factor that is seen as influencing employee behavior is organizational culture.
Luthans in (Taufik et al.
, 2.
states: Organizational culture is the norms and values that direct the behavior of organizational members.
Organizational culture is widely recognized as the foundation of management systems and activities in any Organizational culture according to (Anthony.
, & Govindarajan, 2.
includes shared beliefs, life values adhered to, norms of behavior and assumptions that are implicitly accepted and that are explicitly manifested throughout the organization.
A pattern of underlying assumptions discovered or formed by a specific group in order to handle the problems of the group's origin of external adaptation and internal integration is referred to as organizational culture.
According to(Sule, , & Saefullah, 2.
, organizational culture is the values and norms adopted and carried out by an organization related to the environment in which the organization carries out its Corporate culture is made up of a common system, values, and religions, all of which interact with the organizational structure and control system to produce behavioral norms(Uttal.
Transformational leadership and organizational culture are thought to impact employee job satisfaction and organizational citizenship behavior.
Employees' opinions of the company's provision of ostensibly essential benefits determine what will occur based on their job satisfaction (Luthans & Thomas, 1.
Job satisfaction can also be said to be a set of feelings and emotions that employees show towards their work (Davis & Newstrom, 2.
From this statement, it can be said that job satisfaction is an individual's emotional state based on their evaluation of their work, the fulfillment of work facilities by the organization, and individual experience so that it has an impact on the positive feelings felt by individuals at work.
Leadership, organizational culture and job satisfaction are also associated with improved organizational citizenship behavior.
The management of human resources owned by the company also needs to understand employee behavior.
If the company can understand employee behavior, employees will feel more comfortable and feel cared for by the company.
This will have an impact on employee job satisfaction.
Based on(Kusdi, 2.
Organizational citizenship behavior can be created, one of which is through organizational culture.
An organizational culture that is applied well to an organization will build a comfortable environment for fellow employees.
Enlightenment about the tasks and vision of the organization supported by a powerful organizational culture supports the development of organizational citizenship behavior.
This aspect means the attitude carried out by an employee that exceeds formal work obligations, but has a good impact because it has the potential to support organizational effectiveness.
The theoretical and empirical studies above are in line with the conflict experienced by PT Anugrah Agung Pratama, namely the lack of organizational citizenship behavior carried out by This is in sync with interviews conducted by the researcher with the President Director and employee representatives who mentioned that most employees are not sensitive to their work as there is no sense of wanting to help colleagues who are experiencing difficulties.
In addition, only some employees apply conscientiousness behavior, which is a struggle needed by the company that https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
includes attendance, complying with applicable regulations, taking advantage of good use when restirahat, and attitudes that exceed other positive company expectations.
The leadership style carried out by leadership by conveying motivation and confidence in employees is felt to have less impact on employee behavior in certain divisions.
using this, it can be concluded that there are cases that refer to organizational citizenship behavior that occurs at PT Anugrah Agung Pratama in the table below.
The paragraph above means evidence that there is a conflict that occurs in the company related to employee behavior and job satisfaction which refers to the transformational culture and leadership at PT Anugrah Agung Pratama.
In addition to the interview evidence above, there are additional data related to the above phenomena such as the graph of the number of minutes of delay for PT Anugrah Agung Pratama employees as follows.
Figure 1.
1 Graph of PT Anugrah Agung Pratama Employee Delay Minutes in 2022 Source:PT Anugrah Agung Pratama, 2022 Looking at the trendline chart above, it can be seen that the level of absence delay for PT Anugrah Agung Pratama employees in the 2022 period is still not aporism and has increased in From this data, the delay rate is still high and fluctuating.
The number of minutes of employee delay indicates that there is still a low dimension of organizational citizenship behavior , namely conscientiousness related to obeying company rules and self-discipline.
Employees who have conscientiousness behavior will have a disciplined attitude and will work beyond similar standards to come to the office early as an indication that the employee complies with applicable regulations.
Thus, researchers are interested in examining the topic because there are phenomena related to using transformational leadership, organizational culture, employee satisfaction and behavior.
LITERATURE REVIEW
Based on the background in the introduction above, then researchers will compile empirical studies using theoretical foundations and results from previous research that serve to provide an overview for new research with the opeartional definition.
Operational definition is a definition given to variables based on their characteristics or specifying their activities so that they can be observed, tested and determined to be true by others (Nazir.
Mohammad, 2.
1 Transformational Leadership Theory According to Bass in(Ogier, 1.
, there are three types of leadership: transactional, transformational, and laissez-faire or passive avoidant.
In 1998.
Bass highlighted that transformational leadership will place greater emphasis on intrinsic motivation and exclusive employee development.
Transformational leaders articulate the vision and mission of the organization, evoking in their followers a sense of pride, esteem, and confidence.
Bass .
on (Ogier, 1.
developed four characteristics of transformational leadership styles based on the above description of transformational leadership: .
inspiring motivational, .
idealized influence, .
individual consideration, and .
intellectual stimulation.
2 Organizational Culture Theory https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
Organizational culture, according to (Uttal, 1.
,is a system comprised of a company's values and beliefs, contact with its employees, organizational structure, and control system that attempts to create attitude practices.
Furthermore, organizational culture, according to (Robbins, 2.
, is objects that hint to a system of meaning and are accepted by members to distinguish the organization from other organizations.
Organizational culture, according to (Robbins, 2.
, has seven fundamental Because this attribute exists on a scale from low to high, examining organizational culture based on its goals will produce a complex picture.
The organization's characteristics are .
greater risk-taking and creativity, and .
greater attention to detail.
people orientation, .
team orientation, .
aggression, and .
3 Job Satisfaction Theory According to (Robbins, 2.
, job happiness refers to an individual's lay behavior toward his Similarly, (Davis & Newstrom, 2.
proposed a definition of occupational satisfaction.
Job satisfaction, according to Newstorm, is a collection of feelings and emotions that employees have toward their jobs.
Furthermore, (Luthans & Thomas, 1.
clarified the notion of job satisfaction According to Luthans, job happiness is the result of employees' assessments of how well the organization provides things that are deemed critical.
According to Luthans, job satisfaction is divided into five dimensions: .
the job itself, .
compensation or wages, .
promotion, .
, and .
2 Teori Organizational citizenship behavior Organizational citizenship behavior is part of an organizational attitude science that is often not seen or taken into account in an organization(Makmuri, 2.
(Robbins, 2.
argue that organizational citizenship behavior is an attitude choice that is not a formal work obligation but strongly supports the effective functioning of the organization.
This attitude is also considered as extra employee behavior where organizational citizenship behavior refers to behavior that goes beyond the employee's normal obligations.
This also includes the actions of employees who avoid individual conflict, help colleagues selflessly, carry out work using hard work, engage in organizational activities, and have more normal officer performance ordered (Luthans & Thomas, 1.
(Organ & Konovsky, 1.
integrate organizational citizenship behavior into 5 components, including .
altruism, .
sportsmanship, .
civic virtue, .
conscientiousness, and .
3 Hipotesis Penelitian Figure 2.
1 Research Hypothesis Model Source:Processed by Researchers .
METHOD This study applies an approach (Explanatory Researc.
, also known as quantitative research, to investigate the relationship between independent (X) and constrained (Y) variables.
Explanatory Research, according to (Sugiyono, 2.
, is a research method that tries to uncover the position of the researched variables as well as the influence of one variable on another variable through the use of other variables.
The Likert scale is used in this study to measure and characterize the scale as a variable indicator(Sarwono, 2.
According to (Sugiyono, 2.
, the sampling approach employed in this study is saturated sample technique.
According to (Sugiyono, 2.
, saturated sampling refers to a sampling If all members of the population are utilized as samples and other phrases for saturated https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
samples mean census(Arikunto, 2.
Minimum sample on quantitative reserach is 30 sample (Kerlinger & Lee, 2.
then the population is considered to be completely sampled.
This investigation included 32 samples of PT Anugrah Agung Pratama Kota Kediri personnel.
This research was aided by the use of the SEM model utilizing the third version of SmartPLS PLS according to(Ghozali, 2.
is an alternative approach to Structural Equation Model (SEM) analysis based on variance or component based.
PLS aims predictively, namely testing the relationship or causal influence between variables(Sarjono.
, & Julianita, 2.
RESULTS AND DISCUSSION
1 Descriptive Analysis In this study, the object or respondent used by the researcher means employees of PT Anugrah Agung Pratama Kediri.
Respondents were asked to fill out a survey related to this study.
Male respondents were 25 .
%), and female respondents were 7 .
%).
Most respondents in this study were aged 21-27 years .
%), and the highest range of education was high school / vocational graduates.
Respondents consist of 9 work divisions or sub-sections.
2 Inferential Analysis 1 Outer Model Testing the validity and reliability of the research model will be applied measurement model analysis or outer model which is a provision in PLS software.
The results of the outer model will appear after doing several calculations with certain conditions in the form of minimum values that must be met in the calculation of Convergent Validity.
Discriminant Validity, and Composite Reliability.
Convergent Validity Figure 4.
1 Value of Loading Factor of All Research Items Source:PLS Output Results .
The instrument is deemed legitimate based on the loading factor value of each item that surpasses 0.
5 in the model described above.
If these conditions have been met, the construct has good convergent validity.
As a general rule, loading factors above 0.
5 are categorized as good (Tabachnick.
Fidell.
, & Ullman, 2.
In addition.
Average Variance Extracted (AVE) is recommended for assessing convergent validity (Haryono.
A qualifying size possesses a minimum AVE origin value of 0.
Calculation of AVE is displayed in the table below.
Table 4.
1 AVE Calculation Results Variable Average Variance Extracted (AVE) Transformational 0,530 Leadership
Organizational Culture 0,563 Cut Off
Information Valid
Valid
Job Satisfaction 0,547 Valid
Organizational citizenship
0,521
Valid https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
Source: PLS output results .
It can be seen in table 4.
1 the size of the AVE value that has exceeded 0.
5 so that it can be stated that all research variables are valid.
Thus a powerful research instrument to be used to measure the variables being studied.
Discriminant Validity Table 4.
2 AVE Calculation Results Item
X111
X112
X121
X122
X131
X132
X141
X142
X211
X212
X221
X222
X231
X232
X241
X242
X251
X252
X261
X262
X271
X272
Y111
Y112
Y121
Y122
Y131
Y132
Y141
Y142
Y151
Y152
Y211
Y212
Y221
Y222
Y231
Y232
Y241
Y242
Y251
Y252
Transformational Leadership
0,773
0,706
0,728
0,688
0,702
0,736
0,709
0,773
0,396
0,396
0,553
0,461
0,582
0,407
0,365
0,290
0,222
0,309
0,339
0,167
0,516
0,298
0,447
0,377
0,552
0,541
0,281
0,380
0,444
0,533
0,309
0,320
0,309
0,158
0,437
-0,001
0,198
0,303
0,197
0,158
0,335
0,388
Organizational Job Satisfaction Culture 0,393 0,462 0,328 0,446 0,351 0,397 0,348 0,377 0,317 0,302 0,356 0,382 0,325 0,435 0,521 0,493 0,779 0,552 0,812 0,521 0,780 0,553 0,723 0,585 0,722 0,608 0,768 0,631 0,752 0,666
0,710
0,415
0,709
0,635
0,788
0,537
0,790
0,545
0,695
0,326
0,706
0,618
0,753
0,494
0,679
0,765
0,712
0,731
0,543
0,738
0,593
0,795
0,509
0,736
0,435
0,716
0,510
0,764
0,639
0,792
0,413
0,664
0,366
0,681
0,608
0,542
0,401
0,245
0,552
0,565
0,546
0,501
0,588
0,577
0,552
0,483
0,539
0,573
0,565
0,468
0,406
0,459
0,523
0,673
Organizational citizenship behavior
0,299
0,283
0,259
0,145
0,183
0,163
0,294
0,299
0,412
0,668
0,559
0,598
0,503
0,805
0,621
0,577
0,571
0,526
0,477
0,418
0,318
0,539
0,619
0,443
0,482
0,559
0,565
0,482
0,597
0,640
0,358
0,531
0,749
0,659
0,794
0,753
0,795
0,581
0,796
0,643
0,655
0,754
Source: PLS output results .
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
Judging from the presentation of cross loading values in table 4 2 It appears that the magnitude of the construct value of the latent variable in the assessed variable block is greater than the magnitude of the construct value in the other variable block Because the latent variable construct predicts the maximum size of its own variable, the measurement instrument concludes that it is valid and can be used to measure Composite Reliability Table 43 Composite Reliability Calculation Results CronbachAos Rho_A Alpha
Transformational 0,873 0,880 Leadership
Composite Reliability 0,900 Information Valid
Organizational Culture 0,940 0,944 0,947 Valid
Job Satisfaction 0,908 0,914 0,923 Valid
Organizational citizenship
0,896
0,902
0,915
Valid Source: PLS output results .
Presented in table 4 3 It appears that all research variables have had Cronbach's alpha and composite reliability values that exceed the minimum requirement of 07 at each stage of the assessment Finally, it was concluded that this study used instruments with all items that have been error-free and consistent so that they are suitable for use for the next stage of 2 Inner Model The Inner Model is used to predict the causality relationship between research variables and determine the level of accuracy of the model formed The results of the inner model can be explained through four stages, namely the evaluation of R Square (R .
Predcitive Relevance (Q Square (Q.
Godness of Fit (GoF), and Path Coefficient Coefficient of Determination (R.
Table 44 R Square Calculation Results Variabel R Square Job Satisfaction (Y.
0,605 Organizational citizenship behavior(Y.
0,634 Source: PLS output results .
In table 4 4 There is an R value of 2 for each endogenous variable in the table respectively of 0605 for job satisfaction and 0634 for organizational citizenship behavior The score indicates that 605% of job satisfaction rates, and 634% of organizational citizenship behavior levels are influenced by transformational leadership and organizational culture While the remaining percentage of each endogenous variable can be explained by the influence of variables other than transformational leadership and organizational culture Thus, for the magnitude of R2 this study has a medium category because both endogenous variables are successively above 033 This is in accordance with what Chin .
developed in (Haryono, 2.
that the R 2 criterion is divided into three classifications, namely above 067 as substantial, above 033 as medium, and above 019 as weak So it can be concluded that the R2 value of each endogenous variable of this study has been valid and is in the medium Predictive Relevance (Q.
Table 45 Predictive Relevance Calculation Results https://equity.
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The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
Cut
Off
Information 232,286 Q2 (=1SSE/SSO) 0,274 236,552 0,261 Valid
Variabel
SSO
SSE
Job Satisfaction 320,000 Organizational citizenship behavior
320,000
Valid Source: PLS output results .
In table 4 5 Q values2 on each endogenous variable were 0274 for job satisfaction and 0261 for organizational citizenship behavior, respectively Furthermore, for the magnitude of Q2 this study has a moderate category because successively the value of the endogenous variable is above 025 This is in accordance with the division of categories proposed by (Hair et al.
, 2.
that the criteria for strong models with conditions more than 05.
moderate models with conditions more than 025.
and weak models with conditions 0 So it can be concluded that the Q2 value of each endogenous variable of this study has been valid and is in the medium category Godness of Fit (GoF) Validation of the concept model as a whole can be examined through the Godness of Fit (GoF) stage (Haryono, 2.
said "GoF index is a single measure to validate the performance of all models consisting of measurement models and structural models" (Haryono, 2.
also explained that the GoF value criteria span between 0 to 1 value interpretation.
01 means small, 025 is medium, and 036 is large The following is the calculation of GoF through the GoF index Formula:
GoF = OoyaycOya y OoycI 2 = Oo0,540 y Oo0,62 = 0,578 GoF results were found through calculations using the GoF index formula, which is 0578 This result meets the criteria for a GoF value between 0 and 1 Thus, it is concluded that the GoF in this study has very large criteria 3 Direct Influence Test and Mediation Influence Test Respectively.
H1 and H3 do not exceed the minimum requirements for p-value and tstatistical value on H1 obtained a value of 0076 for p-value and 1776 for t-statistic in H3 obtained a value of 0323 for p-value and 0989 for t-statistic In addition, the hypotheses Ae H2.
H4, and H7 Ae have exceeded the minimum conditions of p-value and t-statistical value H2 respectively obtained values of 0000 for p-value and 4484 for t-statistic.
H4 has a value of 0006 for the p-value and 2733 for the t-statistical value.
and H7 has a value of 0009 for the p-value and 2609 for the t-statistical based on the evaluation above, it can be concluded that there are 2 hypotheses that do not have a direct influence, namely H1 and H2, while there are three hypotheses that have a direct impact, namely the H3.
H4, and H7 hypotheses Results of the Mediating Role of Job Satisfaction in the Leadership Effect transformational organizational citizenship behavior (H.
and the mediating role of job satisfaction on the impact of organizational culture on organizational citizenship behavior (H6 ) have disparity consequences in H5 has a p-value of 0166 and a t-statistic value of 1386 so that the mediating impact on the H5 hypothesis is not significant While in H6 has a p-value of 0019 and a t-statistic value of 2344 as a result of which the role of job satisfaction in mediating the relationship of organizational culturetoorganizational citizenship behavior is not significant 3 Discussion The purpose of this study is to test the hypothesis The exclusive relationship between transformational leadership (X.
and work satisfaction (Y.
is supported by a p-value of 0076 and a t-statistic of 1777 It is known that the value does not match the minimum requirements, which are p-values less than 005 and t-statistical values less than 196 In addition, the relationship between the two variables is negative Therefore, it is inferred that the association is not significantly influenced directly According to research conducted by (Deddy, 2.
, transformative leadership does not have a direct effect on work happiness The results of this https://equity.
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study are different using the results of research from(Puni et al.
, 2.
(Nurjanah et al.
,(Wahyuniardi & Nababan, 2.
and (Adawiyah Algadri et al.
, 2.
who stated that transformational leadership affects job satisfaction The second hypothesis looks at how organizational culture (X.
affects work satisfaction directly (Y.
The findings showed that the p-value was 0000 and the t-statistic was 4484.
The value meets the minimum criteria, which is greater than 196 for t-statistics and less than 005 for the p-value.
Additionally, the correlation between the impacts of the two is favorable because the initial sample value, which is positive, is 0609.
Thus, it can be said that the link has a direct effect that is both significant and favorable.
This study also lends credence to the findings of (Husodo, 2.
,(Wahyuniardi & Nababan, 2.
, (Saxena et al.
, n.
),(Adawiyah Algadri et al.
,(Jeong et al.
, 2.
and (Anindita & Bachtiar, 2.
that corporate culture has a direct impact on job satisfaction.
Employee work satisfaction can rise as a result of a positive organizational culture(Wahyuniardi & Nababan, 2.
The third hypothesis is to investigate the direct effect of transformative leadership (X.
on organizational civic behavior (Y.
The investigation will result in a P-value of 0323 and a Tstatistic of 0990 The value exceeds the minimum threshold, which is less than 005 for the p-value and greater than 196 for the t-statistic In addition, the correlation between the impacts of the two variables is negative because the original sample value is negative (-0.
Therefore, it can be inferred that the association lacks any major exclusive effects Previous research conducted by (Neil Aldrin & Yunanto, 2.
indicates that transformative leadership does not have a direct effect on organizational citizenship behavior The research employs the same methodology, a quantitative strategy based on path analysis However, a study gap exists in the form of asynchronous research results, as evidenced by (Winardi, 2.
findings that transformational leadership influences organizational citizenship behavior The fourth hypothesis examines the relationship between organizational culture (X.
and organizational citizenship behavior (Y.
The outcomes yielded a P-value of 0006 and a Tstatistic of 273 Minimum minimum conditions for the value are less than 005 for the p-value and greater than 196 for the t-statistic In addition, the correlation between the two influences is positive because the initial sample value is positive Therefore, it may be argued that the link has a considerable and favorable direct effect Thus, this study's findings confirm (Husodo, 2.
assertion that corporate culture has a considerable effect on organizational citizenship behavior The organizational culture is able to inspire employee initiative in their work (Husodo.
The fifth hypothesis examines the mediating effect of work satisfaction (Y.
on organizational citizenship behavior (X.
(Y.
The investigation will produce a P-value of 0166 and a T-statistic of 138 Because the p-value is more than 005 and less than 196 for t-statistical values, this value is unsuitable under minimum conditions In addition, the link between the two influences is negative, suggesting that there is no major mediating influence on the correlation This research contradicts the findings of (Winarto, 2.
, (Neil Aldrin & Yunanto, 2.
, and (Neil Aldrin & Yunanto, 2.
, who concluded that work satisfaction mediates the connection between transformative leadership and organizational citizenship behavior Regarding the criterion for the level of perfection of mediation, the category is insignificant because the results of the intermediate direct impact test between transformational leadership and organizational citizenship behavior using a test of the mediated effect of job satisfaction on the relationship between transformational leadership and organizational citizenship behavior yield the same conclusion, which is insignificant The sixth hypothesis aims to examine the mediated effect of job satisfaction (Y.
between organizational cultures (X.
on organizational citizenship behavior (Y.
As a result of the study, it showed a p-value of 0019 and a t-statistic value of 2344 The value is synchronized with the minimum condition, which is less than 005 for the p-value and exceeds 196 for the t-statistic Furthermore, the impact relationship between the two is positive because it has a positive original sample value of 0278 So it was concluded that there was a significant and positive mediating influence on the relationship The results of this study support the findings of(Husodo, 2.
, (Neil Aldrin & Yunanto, 2.
, and (Anindita & Bachtiar, 2.
who share the role of job https://equity.
id/index.
php/equity 33019/equity.
The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
satisfaction with positive and significant value in mediating the impact of organizational culture on organizational citizenship behavior The system and values shared in the company can create a good work environment and result in job satisfaction which has an impact on the emergence of employee volunteerism (Anindita & Bachtiar, 2.
The intended hypothesis aims to examine the direct impact of job satisfaction (Y.
on organizational citizenship behavior (Y.
The results of the sharing study showed a P-value of 0009 and a T-Statistic value of 2609 The value is already synchronized with the minimum conditions which are less than 005 for the p-value and exceed 196 for the t-statistic Furthermore, the effect relationship between the two is positive because it has a positive original sample value of 0457 Itwill be concluded that there is a significant and positive direct effect on the relationship What will happen this research supports the findings of (Husodo, 2.
,(Winarto, 2.
, (Neil Aldrin & Yunanto, 2.
, (Saxena et al.
, n.
), (Adawiyah Algadri et al.
, 2.
, (Nurjanah et al.
, and (Anindita & Bachtiar, 2.
who stated that job satisfaction has a significant and positive effect on organizational citizenship behavior
CONCLUSIONS AND SUGGESTION
CONCLUSION
Transformational leadership has no direct effect on job satisfaction, as evidenced by p-values organizational culture has a direct effect on job satisfaction as evidenced by p-values of transformational leadership has no direct effect on OCB as evidenced by p-values of 0.
organizational culture has a direct effect on OCB is evidenced by a p-value of 0.
satisfaction does not serve as a mediator between transformational leadership effects and OCB this is evidenced by a p-value of 0.
job satisfaction serves as a mediator between the effects of organizational culture and OCB, as evidenced by a p-value of 0.
and job satisfaction has a direct effect on OCB, as evidenced by a p-value of 0.
From the results of this study, there are research results that are different or reserach gap from previous research, transformational leadership variables do not directly affect job satisfaction.
Another result was that transformational leadership variables had no effect on OCB, and job satisfaction did not mediate between the effect of transformational leadership on OCB.
These result research gap from the findings of (Puni et al.
, 2.
,(Winarto, 2.
, and (Neil Aldrin & Yunanto, 2.
SUGGESTION
For Further Research Researchers recommend that larger research populations look into the organization of property firms.
A bigger sample size is required to supplement work satisfaction's mediation function in the relationship between transformational leadership and organizational citizenship Second, the constraints of the researcher's one-time observation do not explain much of the association developed.
As a result, it is suggested that future researchers perfect using ongoing Job satisfaction and organizational citizenship behavior, according to researchers, can be linked to other types of leadership, such as transactional leadership, spiritual leadership, and other company standards or principles.
For Company Researchers suggest that leaders use other leadership styles such as spiritual leadership or transactional leadership in order to convey the impact on job satisfaction and employee attitudes of PT Anugrah Agung Pratama Second, researchers suggest that companies pay more attention to employees using coaching related to innovation and job risk-taking so that employees have a greater sense of responsibility In addition, company leaders must convey motivation and support to employees in every job so that employees feel enthusiastic and comfortable at work Third, researchers suggest that companies pay attention to salaries and compensation given to employees and provide bonuses in accordance with the agreement when employees complete tasks using well and researchers suggest improving the company's organizational structure that provides employees with opportunities for promotion so that employees meet their job satisfaction Researchers suggest that company leaders be more active and establish good relationships using employees so that employees open up to superiors In addition, company leaders must instill a sense of pride in working in the company so that employees also have the same sense of pride and consequently employees will tell good things about the company to those around them https://equity.
id/index.
php/equity 33019/equity.
The Effect of Transformational Leadership and Organizational Culture on Job Satisfaction in Improving Organizational Citizenship Behavior (Study on Employees of PT Anugrah Agung Pratama Kota Kedir.
ACKNOWLEDGEMENT Acknowledgments are addressed to those who helped this research Mr.
Dr.
Gunawan Eko Nurtjahjono.
Si as chairman of the supervisory lecturer commission.
Mr.
Langgeng Setyono.
AB,
MAB as a member of the supervisory lecturer and all related parties who helped encourage the success of this research
REFERENCE