Kontigensi: Jurnal Ilmu Manajemen Vol 13.
No.
June 2025, pp.
ISSN 2088-4877
STRENGTHENING SERVICE LEADERSHIP.
ORGANIZATIONAL CULTURE,
INTERPERSONAL COMMUNICATION AND PERCEIVED
ORGANIZATIONAL SUPPORT (POS) IN AN EFFORT TO IMPROVE
ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)
Dian Renata1*.
Sri Setyaningsih2.
Dian Wulandari3 Universitas Pakuan.
Bogor.
Indonesia dian18ks2@gmail.
DOI: https://doi.
org/10.
56457/jimk.
Received: May 20, 2025
Accepted: June 03, 2025
Published: June 07, 2025
ABSTRACT
This research examines strategies for improving Organizational Citizenship Behavior (OCB) among teachers by strengthening Servant Leadership.
Organizational Culture.
Interpersonal Communication, and Perceived Organizational Support (POS).
The study, conducted in a private high school in Depok.
Indonesia, utilizes a quantitative approach and path analysis to evaluate the direct and indirect effects of these variables on OCB.
The results show that Servant Leadership.
Organizational Culture.
Interpersonal Communication, and POS all have direct positive and significant effects on OCB.
Additionally.
POS acts as an effective intervening variable, enhancing the impact of Servant Leadership.
Organizational Culture, and Interpersonal Communication on OCB.
The research findings suggest that fostering these factors can significantly improve OCB, which in turn enhances organizational effectiveness and the overall educational environment.
The SITOREM analysis further identifies key indicators that need strengthening to optimize the strategies for increasing OCB in educational settings.
INTRODUCTION
especially in determining the success of Global changes, technological students, especially in relation to the developments in various aspects teaching and learning process, because including the education area demand teachers are always related to any educational outputs that are able to component in the education system.
meet the changing times.
This condition Teachers have an important role as requires schools to be able to adapt to teachers and educators in the world of carry out learning management.
Indonesian education who will shape and guide the nation's generation Innovation in schools can only be towards a better direction, where one of realized if teachers as the spearhead of the roles of teachers, especially high school teachers, is to prepare students to importance of their role as educators enter the next level of education, namely and learning motors.
to the college level.
Where in higher This makes teachers the most education innovativeness is needed so decisive component in the education that students are able to compete in the system as a whole, which must receive Based on the Law of the Republic central attention.
Teachers play a major of Indonesia No.
14 of 2005 concerning role in educational development.
Teachers and Lecturers, states that there Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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are a number of requirements to become a professional teaching staff, including having good communication skills, competence and professional education qualifications, having good morals, having a commitment and good work ethic towards their profession and being able to develop themselves.
In this case, teachers are not only enough to do the job description, but must have extrarole behavior which is often called Organizational Citizenship Behavior (OCB).
OCB can be defined as individual behavior that is free .
, which is not directly and explicitly rewarded by the formal reward system, and which as a whole .
increases the efficiency and Teachers who have OCB will be happy to help novice or unprofessional teachers in terms of the work faced The assistance provided can be in the form of guidance on good learning techniques, patterns of handling guidance to students or in the form of administration in terms of quality From guidance and coaching of fellow experienced and have OCB will increase the quality of teachers.
SMA is an upper secondary education level that prioritizes the preparation of students to continue higher education where specialization in the form of majors starts in grade XI .
, namely, majors in Natural Sciences (IPA).
Social Sciences (IPS), and Language.
However, based on the Decree of the Minister of Education.
Culture.
Research and Technology Number 56 / M / 2022 concerning Guidelines for Implementing the Curriculum in the Framework of Learning Recovery, it does not fully accommodate the interests, talents and abilities of students, as well as workload adjustments and structuring the linearity of certified teachers, so it needs to be changed.
In order for students' talents, interests and abilities to develop properly, the idea of the Minister of Education and Culture (Mendikbu.
Nadiem Anwar Makarim, namely the new policy program from the Ministry of Education and Culture "Merdeka Belajar".
In Merdeka Belajar there is no more majoring.
This means that the majors of science, social studies or language are abolished.
Students are allowed to choose elective group subjects when they are in grades XI and XII.
The selection of subject interests can adjust the talents and interests of each student guided by the Counseling Guidance (BK) teacher.
Meanwhile, teachers are given the freedom to determine the teaching tools to be used, by adjusting the learning needs and interests of the students.
In order to achieve certain goals, the quality of human resources (HR), namely teachers, needs to be improved in terms of quality and OCB behavior because teachers are a determining factor in the success of education Teachers as one of the human resources, become the mainstay in achieving school goals.
Teachers play a significant role in the level of Disciplined and responsible teachers are needed to carry out all their roles and responsibilities, both individually and in teams so that learning runs In addition to the main duties and functions as educators, there are basically many extra behaviors that teachers need to do so as to support the Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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optimality of their role.
Behavior that is not listed in the employee duties and obligations document, which does not directly bring material or non-material rewards but contributes significantly to the progress of the school.
In the study of organizational behavior, this is known as Organizational Citizenship Behavior (OCB).
OCB is voluntary behavior outside the formal job description and does not get rewarded but overall can increase effectiveness in the organization.
Teachers who are willing to arrive earlier than the work schedule to prepare daily activity plans will make them more prepared to welcome and carry out learning activities while having more free time to anticipate the risks of obstacles in learning.
Teachers who volunteer to spend more time updating learning materials by surfing for references have the potential to have richer and more up-to-date lesson plans so that contextual learning can be Teachers who are happy to help new teachers with the adjustment process, helping them adapt to the school culture, helping them learn the administrative formats of the school curriculum, will make new teachers feel more quickly adjusted to their roles and Teachers who volunteer to promote the school without being paid will help strengthen the school's positive image in the community and increase trust in the school.
Teachers who volunteer to help colleagues who are struggling with their work, cover for colleagues who are absent or on break, help colleagues who are overloaded with work, help with other people's work when they are absent, will keep the overall task list accomplished.
Teachers who exercise restraint and do not complain about limited school facilities will support a more conducive Teachers who guard their actions against potential conflicts will greatly help create a more comfortable work atmosphere and support the smooth achievement of work targets.
OCB improves social interaction reduces disputes, and increases efficiency in doing work, hence the importance of increasing OCB in Members with high OCB will be more careful in using increasing efficiency.
Members with high OCB tend to be retained by the volunteerism and extra effort for the progress of the organization, thus helping the organization improve its stability and ability to adapt to environmental changes.
Based on the exposure of the OCB organizations, and especially the contribution of teacher OCB to school achievement, it is very important to increase OCB.
Teachers with high OCB have the potential to contribute to improving student achievement and achieving school goals, because they utilize school resources more optimally for more productive purposes, and more eagerly participate in school Teachers' extra role behaviors improve the quality of human resources in schools, thus potentially improving services to students towards the success of national education goals.
On the other hand, the facts in the field do not fully show the high level of OCB among teachers.
Based on a preliminary study of 63 private high school teachers in Depok City, the following results were obtained:
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32% of teachers still have problems in helping colleagues, especially in volunteering to help other teachers to complete their work and introducing the school environment to new 8% of teachers are still not tolerant of less-than-ideal conditions at school, as evidenced by a decrease in teaching enthusiasm when rewards are given late, and objections when using inadequate teaching facilities.
34% of teachers still have problems in activities more than personal activities, especially volunteerism that has not been seen in properly completing additional tasks outside of work time, and providing information on school activities at every MGMP meeting.
There are 38% of teachers who have problems with responsibility, as seen in their reluctance and lack of enthusiasm to take on additional tasks from the principal, and willingness to submit work reports to the principal early.
19% of teachers had problems Some expressed reluctance to discuss with more experienced teachers in order to improve student achievement, and reluctance to admit mistakes and apologize to fellow teachers.
The results of this initial study indicate that there is still a need to increase OCB among private high school teachers in Depok City so that schools avoid a less conducive work atmosphere where teachers do not help each other, learn from each other and are willing to voluntarily maintain behaviors that have the potential to cause conflict in schools.
High OCB is needed so that teachers remain enthusiastic even though schools are not able to provide adequate infrastructure, this is necessary considering that private high schools in Depok City do not all have the ability to provide Reluctance to tolerate school limitations risks reducing the quality of learning Teachers who have not voluntarily taken action to create a peaceful atmosphere in the school have the potential to create a tense and less conducive work situation that will interfere with the smooth running of the Various studies on OCB are still being conducted to date which shows that OCB is still a concern of both practitioners and academics.
Research on 30 employees and 10 managers of women's cooperatives concluded that there is a significant positive effect of culture and organizational commitment on OCB (Harwiki, 2.
, this research examines OCB in companies.
OCB research in public schools in Pakistan concluded that if OCB is present among teachers and principals, then productivity increases, therefore professional development of school principals' capacity is needed to encourage OCB (Ghaffar, 2.
Another study of private junior high
school teachers in South Bogor proved that there is a positive relationship
between servant leadership, and job
OCB,
individually and together (Wulandari et , 2.
This study examines OCB and the independent variables of leadership and self-efficacy, except that the analysis uses correlation.
On the other hand, research on employees of PT Gudang Garam in Bengkulu proves that Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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OCB, together with job satisfaction and affection commitment, is positively related to the tendency of employees to leave the organization.
This means that strengthening OCB is needed so that employees do not easily leave the (Putri & Arianto, 2.
This study examines OCB as an independent variable.
Research conducted into Kabulbased commercial bank employees concluded that when employees perceive that their contributions are valued, and the organization ensures their well- being, they offer a positive attitude towards their organization and their work role is enhanced .
ork OCB.
Limitations and recommendations for future research are also included (Shams et al.
, 2.
While OCB research (Syamsudin et al, 2.
shows a positive and significant relationship between interpersonal communication and work motivation on teacher OCB in teachers working in Islamic junior high schools located in East Jakarta.
Indonesia.
The results showed that the contribution of transformational leadership was 26.
8%, and work motivation was 12.
indicating that the highest individual contribution to teacher OCB was Based on interviews in qualitative research revealed other communication, and teacher motivation that are related to teacher OCB.
These factors are organizational commitment, job satisfaction, and organizational The findings of the research conducted on lecturers at UIN Syarif Hidayatullah Jakarta, indicate: first, there is a direct positive and significant influence of servant leadership on organizational citizenship behavior with a path coefficient of 0.
Second, there is a direct positive influence of organizational citizenship behavior with a path coefficient of 0.
Third, there is a direct positive and significant influence of servant leadership on psychological contracts with a path coefficient of 0.
Based on the results of this study, organizational citizenship behavior of lecturers can be improved by strengthening servant leadership, which is leadership that prioritizes the interests of lecturers .
over the interests of their own leaders.
The psychological contract is intended to increase the organizational citizenship behavior of lecturers by fulfilling mutual obligations, lecturers' trust in promises and agreements with the organization (Mi'raj et al, 2.
Based on research findings regarding OCB (Herfina et al, 2.
it is concluded that Job Satisfaction.
Transformational Leadership Interpersonal Communication have a direct and indirect positive effect on OCB as explained: .
There is a direct positive effect of Job Satisfaction on OCB, meaning that increasing OCB is strengthening Job Satisfaction than through mediation of Transformational Leadership Interpersonal .
There is a direct positive effect of Job Satisfaction on Transformational Leadership, which Job Satisfaction Transformational Leadership.
There is a direct positive Job Satisfaction Interpersonal Communication, which Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Job Satisfaction Interpersonal Communication.
There is a direct positive effect of Transformational Leadership on OCB, which means that Transformational Leadership has a weak impact on increasing OCB.
There is a direct Interpersonal Communication on OCB, which means Interpersonal Communication can increase OCB: .
There is a positive indirect effect of Job Satisfaction on OCB through the Transformational Leadership, but the strength of the effect through this mediation is lower than the direct effect of Transformational Leadership on OCB.
This means that Transformational Leadership does not function effectively as an "intervening variable" mediating the effect of Job Satisfaction on OCB.
Improving OCB is more effectively done directly through strengthening Job Satisfaction.
There is a positive indirect effect of Job Satisfaction OCB Interpersonal Communication, but the strength of this mediation effect is lower than the direct effect of Interpersonal Communication on OCB.
This means that Interpersonal Communication does not function effectively as an "intervening variable" mediating the effect of Job Satisfaction on OCB.
Increasing OCB is more effectively done directly through strengthening Job Satisfaction.
The results of the study (Aswin and Rahyuda, 2.
found that Perceived Organizational Support has a Organizational Citizenship Behavior at the Bali Province Industry and Trade Office.
This shows that the more employees are supported by the agency, the higher the level of OCB carried out by employees at the agency.
Perceived Organizational Support significant positive effect on Job Satisfaction at the Bali Province Industry and Trade Office.
This shows that the higher the level of perceived organizational support, the higher the job satisfaction felt by employees at the Job Satisfaction has a significant positive effect on Organizational Citizenship Behavior at the Bali Province Industry and Trade Office.
This shows that the higher the level of job satisfaction, the higher the level of OCB carried out by employees at the Job Satisfaction has a significant positive effect as a variable that can Perceived Organizational Support on Organizational Citizenship Behavior at the Department of Industry and Trade of Bali Province.
This shows that job satisfaction is able to mediate POS on OCB at the agency.
Research on OCB in private SMK employees shows that organizational culture, organizational justice, and organizational commitment have a positive and significant effect on OCB both partially and simultaneously.
This positive and significant influence means organizational commitment run well or increase, employee OCB will also be good or increase and vice versa.
These results will be useful for school management to foster employee OCB through a school culture that provides space for employees to take initiative, be creative, and take risks in their work to be able to develop new ideas or new strategies that lead to a sense of responsibility for the sustainability of Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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school life and improving the quality of The opportunity for novelty from this research is from the unit of analysis, namely private high school teachers in Depok.
In addition, the study of Perceived Organization Support variables with the indicators proposed in this study is expected to provide new input for future research.
Another opportunity for renewal is to use path analysis and SITOREM Analysis.
Based explanation, it can be assumed that OCB in teachers is an important part of providing quality education.
Factors that influence OCB need to be sought improvements and improvements can be made.
Thus, indicators of each variable will be found to be improved so that they have an impact on increasing OCB.
Researchers suspect that the variables that may have an influence on OCB organizational culture, interpersonal Perceived Organizational Support (POS).
METHOD
This research uses a quantitative approach with a survey design that .
descriptions of trends, behaviors, and opinions of small groups or samples from a population.
Before research is conducted, it is necessary to develop a plan or proposal by outlining the involvement of elements of philosophy, research design and specific methods (Creswell Creswell.
Quantitative research uses a positivist perspective by involving various theories, collecting data that supports or refutes the theory and then developing a new synthesis conceptually and applying the research operationally.
The quantitative approach is applied in inferential research, namely in order to test hypotheses about the influence between variables.
For this reason, it is necessary to determine a research design or theoretical model that describes the constellation between the dependent variable.
Meanwhile, the method chosen in this research is the survey type.
The survey method is an example of non-experimental research manipulation of independent variables is carried out as a condition that has been formed and is not the result of a special treatment (Johnson Christensen.
Meanwhile, this research design is organized as follows:
This research consists of quantitative survey research to prove the research Verify quantitative research results through SITOREM Analysis.
RESULT
Hypothesis Testing After analyzing the structural model, the results of the resulting calculations are used in hypothesis testing so that further direct and indirect effects of each variable are known.
The proposed hypothesis is then given a conclusion by calculating the path coefficient score and significance in each path conducted by the research.
The results of this action on all hypotheses proposed can be interpreted as follows.
First Hypothesis Testing Hypothesis testing is carried out through testing the direct effect of Servant Leadership (X.
on OCB (Y).
To test that Servant Leadership (X.
has a direct positive and significant effect on OCB (Y), the first statistical hypothesis tested is as follows.
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H0: y1 O 0 H1: y1 > 0 To test the hypothesis that there is a direct influence between the Serving Leadership variable (X.
and OCB (Y), a significant test of the path coefficient is needed, namely by using the t test.
The test criterion is if tcount> ttable.
From the calculation results obtained the path coefficient value with y1 = 0.
The results of testing the meaning of the coefficient obtained tcount of 059 and t table .
k = 131, with = .
978 and t table .
k = 131, with = 0.
Based on the calculation results as shown in the table above, it is obtained tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that Servant Leadership (X.
has a direct positive and significant effect on OCB (Y).
Second Hypothesis Testing Hypothesis testing is carried out through testing the direct effect of Organizational Culture (X.
on OCB (Y).
To test that Organizational Culture (X.
has a direct positive and significant effect on OCB (Y), the first statistical hypothesis tested is as follows.
H0: y2 O 0 H1: y2 > 0 To test the hypothesis that there is a direct influence between the Organizational Culture variable (X.
and OCB (Y), a significant test of the path coefficient is needed, namely by using the t test.
The test criterion is if tcount> ttable.
From the calculation results, the path coefficient value is obtained with y2 = 0.
The results of testing the meaning of the coefficient obtained tcount of 6.
668 and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
of Based on the calculation results as shown in the table above, it is obtained tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it Organizational Culture (X.
has a direct positive and significant effect on OCB (Y).
Third Hypothesis Testing Hypothesis testing is carried out through testing the direct effect of Interpersonal Communication (X.
on OCB (Y).
To test that Interpersonal Communication (X.
has a direct positive and significant effect on OCB (Y), the first statistical hypothesis tested is as follows.
H0: y3 O 0 H1: y3 > 0 To test the hypothesis that there is a direct influence between the Interpersonal Communication variable (X.
and OCB (Y), a significant test of the path coefficient is needed, namely using the t test.
The test criterion is if tcount> ttable.
From the calculation results obtained the path coefficient value with y3 = 0.
The results of testing the significance of the coefficient obtained tcount of 6.
and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
The results of the analysis and direct effect test can be seen in table 4.
Based on the calculation results as shown in the table above, it is obtained tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that Interpersonal Communication (X.
has a direct Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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positive and significant effect on OCB (Y).
Testing the Fourth Hypothesis Hypothesis testing is carried out through testing the direct effect of POS (X.
on OCB (Y).
To test that POS (X.
has a direct positive and significant effect on OCB (Y), the first statistical hypothesis tested is as follows.
H0: y4 O 0 H1: y4 > 0 To test the hypothesis that there is a direct influence between the POS variable (X.
and OCB (Y), a significant test of the path coefficient is needed, namely by using the t test.
The test criterion is if tcount> ttable.
From the calculation results, the path coefficient value is obtained with y4 = 0.
The results of testing the meaning of the coefficient obtained tcount of 5.
050 and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
of Based on the calculation results as shown in the table above, it is obtained tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that POS (X.
has a direct positive and significant effect on OCB (Y).
Fifth Hypothesis Testing Hypothesis testing is carried out through testing the direct effect of Servant Leadership (X.
on POS (X.
To test that Servant Leadership (X.
has a direct positive and significant effect on POS (X.
, the first statistical hypothesis tested is as follows.
H0: 41 O 0
H1: 41 > 0
From the calculation results obtained the path coefficient value with 41 = 0.
The results of testing the meaning of the coefficient obtained tcount of 3.
and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
The results of the analysis and direct effect test can be seen in the following table.
Based on the calculation results as shown in the table above, it is obtained tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that Servant Leadership (X.
has a direct positive and significant effect on POS (X.
Sixth Hypothesis Testing Hypothesis testing is carried out through testing the direct effect of Organizational Culture (X.
on POS (X.
To test that Organizational Culture (X.
has a direct positive and significant effect on POS (X.
, the first statistical hypothesis tested is as follows.
H0: 42 O 0
H1: 42 > 0
From the calculation results obtained the path coefficient value with 41 = 0.
The results of testing the meaning of the coefficient obtained tcount of 6.
and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
Based on the calculation results as shown in the table above, it is obtained that tcount> ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that Organizational Culture (X.
has a direct positive and significant effect on POS (X.
Seventh Hypothesis Testing Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Hypothesis testing is carried out through testing the direct effect of Interpersonal Communication (X.
on POS (X.
To test that Interpersonal Communication (X.
has a direct positive and significant effect on POS (X.
, the first
statistical hypothesis tested is as H0: 43 O 0
H1: 43 > 0
From the calculation results obtained the path coefficient value with 41 = 0.
The results of testing the meaning of the coefficient obtained tcount of 3.
and t table .
k = 131, with = 0.
978 and t table .
k = 131, with = 0.
Based on the calculation results as shown in the table above, it is obtained that tcount > ttable, then H0 is rejected and H1 is accepted.
Thus it can be concluded that Interpersonal Communication (X.
has a direct positive and significant effect on POS (X.
Eighth Hypothesis Testing Hypothesis testing is carried out through testing the indirect effect of Servant Leadership (X.
on OCB (Y) through POS (X.
The statistical hypothesis tested is as follows.
H0: y41 O 0 H1: y41 > 0 From the calculation results, the Z statistic value is 3.
471, then the test results obtained Z statistic 3.
471> 1.
Thus, it can be concluded that POS functions effectively as an intervening variable on the indirect effect of Servant Leadership on OCB.
Ninth Hypothesis Testing Hypothesis testing is carried out through testing the indirect effect of Organizational Culture (X.
on OCB (Y) through POS (X.
The statistical hypothesis tested is as follows.
H0: y42 O 0 H1: y42 > 0 From the calculation results obtained Z statistic value 3,405, then the test results obtained Z statistic 3,405> 1.
Thus, it can be concluded that POS functions effectively as an intervening variable on the indirect effect of Organizational Culture on OCB.
Tenth Hypothesis Testing Hypothesis testing is carried out through testing the indirect effect of Interpersonal Communication (X.
on OCB (Y) through POS (X.
The statistical hypothesis tested is as H0: y43 O 0 H1: y43 > 0 From the calculation results obtained Z statistic value 3,184, then the test results obtained Z statistic 3,184 > Thus, it can be concluded that POS functions effectively as an intervening variable on the indirect Interpersonal Communication on OCB.
SITOREM Analysis To see how much the strength of the relationship between the independent variable and the dependent variable and to get the optimal solution of this study can be seen in the research and statistical constellation figure based on the Scientific Introduction Theory for Operations Research in the field of Education Management or known as SITOREM (Hardhienata, 2017: 1-.
as shown in the following figure:
Table 1 Sitorem Analysis Results OCB Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Initial Indicator Indicator After Expert
Assessment
1st Efforts to create a conducive work
Indicator Value Assistance to 4,35 coworkers to perform more Tolerance of less 2nd Tolerance of less than ideal
4,33
than ideal Active participation 3rd Responsibility for achieving 4,27 maximum work Responsibility for 4th Active participation in 3,70 organizational activities maximum work 5th Help to colleagues to perform more 3,40 Efforts to create a conducive work Organization 6th Organization promotion 3,75 Servant Leadership (A=0.
Rank IV
Initial Indicator Indicator After Expert
Indicator Assessment
Value Awards to members 1st Awards to members 4,20 Authenticity of 2nd Service development and 4,11 and actions Sharing leadership 3rd Authenticity of thoughts and actions 4,09 Development of 4th Development of members' self3,73 Service 5th Share leadership
4,21
development and Organizational Culture (A=0.
Rank I Initial Indicator Indicator After Expert Indicator Assessment Value Artifacts 1st Shared values 4,31 Shared values 2nd Agreed norms 4,25 Agreed norms 3rd Artifacts 4,25 Basic assumptions 4th Basic assumptions 3,98 Interpersonal Communication (A=0.
Rank II
Initial Indicators Indicator After Expert
Indicator Assessment
Value Openness 1st Openness 4,25 Empathy 2nd Empathy 4,19 Confirmation 3rd Confirmation feedback
4,15
Equality 4th Politeness 4,31 Providing support 5th Provision of support
3,56
Politeness 6th Equality 3,67 POS (A=0.
Rank i Initial Indicator Indicator After Expert Indicator Assessment Value 4,17 Organizational 1st Organizational appreciation of appreciation of member contributions Organizational 2nd Organization's concern for 3,77 Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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concern for member welfare Organizational support for members' socialemotional members' welfare 3rd Organizational support for members' social- emotional needs 4,12 SITOREM ANALYSIS RESULTS Indicator retained/developed Priority order of indicators to be Assistance to coworkers to perform Tolerance of less than ideal circumstances Active participation in organizational Responsibility for achieving maximum work Organization Promotion Efforts to create a conducive work Development of members' Awards to members Basic assumptions Authenticity of thoughts and actions Equality Sharing leadership Providing support Service development and collaboration Organizational concern for member Artifacts Shared Values Agreed norms Openness Empathy Confirmation feedback Politeness Organizational appreciation of member Organizational support for members' socialemotional needs CONCLUSIONS Based on the results of the study, it has been found that the strategy to improve OCB is through strengthening Servant Leadership.
Organizational Culture.
Interpersonal Communication, and POS.
While the way to strengthen each of these variables is to identify which indicators need to be maintained and improved.
The following is the conclusion of this There is a direct and significant effect of Servant Leadership on OCB with a path coefficient value y 1 = 400, p .
< 0.
05 = 0.
This means that strong Servant Leadership can increase OCB, so that the Servant Leadership that is applied, the stronger the OCB.
There is a direct and Organizational Culture on OCB with a path coefficient value y 2 = 0.
597, p .
<0.
05 = 0.
005 <0.
This Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
Pasundan University.
Bandung.
Indonesia https://creativecommons.
org/licenses/by-nc/4.
Kontigensi: Jurnal Ilmu Manajemen Vol 13.
No.
June 2025, pp.
ISSN 2088-4877
Organizational Culture can increase OCB, so that the stronger the Organizational Culture that is applied, the stronger the OCB.
There is a direct and Interpersonal Communication on OCB with a path coefficient value y 3 = 0.
472, p .
< 0.
000 < 0.
means that Interpersonal Communication can increase OCB, so that the stronger the Interpersonal Communication applied, the stronger the OCB.
There is a direct and significant effect of POS on OCB with a path coefficient value y 4 = 0.
457, p .
< 05 = 0.
006 < 0.
This means that a strong POS can increase OCB, so that the stronger the POS that is applied, the stronger the OCB.
There is a direct and significant effect of Servant Leadership on POS with a path coefficient value 41 = 279, p .
< 0.
05 = 0.
means that strong Servant Leadership can increase POS, so that the Servant Leadership that is applied, the stronger the POS.
There is a direct and Organizational Culture on POS with a path coefficient value 42 = 0.
502, p .
< 05 = 0.
000 < 0.
This Organizational Culture can increase POS, so that the stronger the Organizational Culture that is implemented, the stronger the POS.
There is a direct and Interpersonal Communication on POS with a path coefficient value 43 = 0.
287, p .
<0.
05 = 0.
<0.
This means that strong Interpersonal Communication can increase POS, so that the stronger the Interpersonal Communication applied, the stronger the POS.
POS functions effectively as an intervening variable on the indirect effect of Servant Leadership on OCB.
This is evidenced by the value of Zcount> Ztabel .
471> 1.
with a path coefficient value y41 = 0.
POS functions effectively as an intervening variable on Organizational Culture on OCB.
This is evidenced by the value of Zcount < Ztabel .
,405 > 1.
with a path coefficient value y42 = POS functions effectively as an intervening variable on Interpersonal Communication on OCB.
This is evidenced by the value of Zcount> Ztabel .
with the path coefficient value y43 = 0.
Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
Pasundan University.
Bandung.
Indonesia https://creativecommons.
org/licenses/by-nc/4.
Kontigensi: Jurnal Ilmu Manajemen Vol 13.
No.
June 2025, pp.
ISSN 2088-4877
Based on the results of the SITOREM analysis, the optimization results in an effort to increase OCB are as follows:
Prioritization of Indicator Handling:
Help to colleagues to perform more optimally Active participation in organizational activities Organization promotion Development of members' self-reliance Basic assumptions Equality Providing support Organization's concern for members' welfare Indicators Maintained or Developed:
Tolerance of less than ideal
REFERENCES