JRSSEM 2021, Vol. 01, No. 12, 2164 – 2179
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : 10.36418/jrssem.v1i12.231
TRANSFORMATIONAL LEADERSHIP AND
ORGANIZATIONAL CULTURE TOWARDS EMPLOYEE
ENGAGEMENT WITH JOB SATISFACTION AS
INTERVENING VARIABLE
Florensya Pamara
1
, Emanuel Michael Bayudhirgantara
2
Mercu Buana University, Indonesia
1,2
e-mail: [email protected]
*Correspondence: florensyapama[email protected]
Submitted: July, 20th 2022, Revised: July, 25th 2022, Accepted: August, 14
th
2022
Abstract. The level of involvement that an employee has in a company can change at different
times. When it comes to the reality of organizational expansion, it is very important for
organizations to have engagement that can become a real possibility both physically and non-
physically. The purpose of this study was to determine the relationship between transformational
leadership, organizational culture, and employee engagement, using job satisfaction as an
intermediary metric. This study uses a quantitative methodology and utilizes the Smart-PLS
application to collect data. The data collection technique consisted of a questionnaire submitted
by 67 Mimika Land Office workers using Google Form. Transformational leadership has a sizeable
impact on job satisfaction, but not on employee engagement, according to the study.
Organizational culture, however, has a major impact on employee happiness and employee
engagement. As a final point, if job satisfaction has a major impact on employee engagement, and
if organizational culture has a significant impact on employee engagement, then transformational
leadership is able to moderate the effect of employee engagement on job satisfaction.
Keywords: Transformational Leadership; Organizational Culture; Employee Engagement; Job
Satisfaction
Florensya Pamara, Emanuel Michael Bayudhirgantara| 2165
DOI : 10.36418/jrssem.v1i12.231
INTRODUCTION
One of the drivers of the success of a
government agency is the domestic land
market (Ley, 2017). If the human resources
owned by the land office are not supported
by employees who have an ideal level of
employee performance (Hendri, 2019),
then the resources owned by the land office
will not provide optimal results (Jia,
Huang, & Man Zhang, 2019). Land
disputes, land conflicts, and land cases are
all regulated in Regulation No. 11/2016
(Ramadhani & Lubis, 2021), issued by the
Minister of ATR and the Head of BPN
(Rumiartha, Poesoko, & Rato, 2019). The
main issue that gives rise to differences of
opinion regarding land ownership in the
District Land Office (Thakur, Doja, Dwivedi,
Ahmad, & Khadanga, 2020). The legitimacy
of this land transfer process is related to
Mimika Papua, which is related to the
reasons for obtaining ownership rights to
the land, the legal status of the land, and
the relationship between the two (Bhandar,
2018).
The more people who enter the world
of work, the more competition that makes
the National Land Office Kab. Mimika
Papua is increasingly motivated to
consistently improve performance
(Kelimeda, Hairudinor, Ridwan, & Dalle,
2018) and increase employee engagement
in order to generate good job satisfaction
for herself and her employees (Chaohui
Wang, Xu, Zhang, & Li, 2020). Employees
who have a strong professional identity are
less likely to experience a steady decline in
morale , which in turn results in higher job
satisfaction and employee engagement
(Brien et al., 2017). Currently, the District
Land Office is responsible for handling all
land issues that were submitted in 2018
(Jing Wang, Lin, Glendinning, & Xu, 2018).
Mimika Papua, there have been 22 failed
mediation attempts, 46 successful
mediation attempts, and 15 cases of
disagreement which are currently in
process. the resolution process (Schmitz &
Rule, 2019). However, there was an
increase in the number of failed mediation
processes in 2019 (Chen, Bozec, Ramming,
& Schett, 2019), as many as 27, while
successful mediation processes were 41
and 18 disputed cases were still in the
process of being resolved (Sourdin, Burke,
& Li, 2019). The number of cases is
expected to continue to increase through
2020; To date, there have been 53
unsuccessful mediation attempts, 36
successful ones, and 20 that are still in the
process of being resolved.
Figure 1. Employee Engagement Level
2018-2020.
Source: National Land Office Kab. Mimika
Papua 2021.
The level of employee engagement in
2018 from 93.68% generated by the
National Land Office Kab. Mimika Papua
decreased in 2019 from 91.84% to 88% in
2020. This illustrates that employee
engagement at the land office can change
from time to time (Al-dalahmeh, Khalaf, &
Obeidat, 2018). If it is not immediately
2166 | Transformational Leadership and Organizational Culture Towards Employee
Engagement With Job Satisfaction as Intervening Variable
addressed, the organization or company
will find it difficult to increase the
percentage level of employee engagement
that aims to get good and quality
employees (Ali & Anwar, 2021). So, it can
be concluded at the district land office.
Mimika in 2019 to 2020 is still low and has
not met the annual target. Employee
engagement that occurs in employees at
the land office can not all be categorized as
engaged (Radic, Arjona-Fuentes, Ariza-
Montes, Han, & Law, 2020), especially the
National Land Office Kab. Mimika Papua,
which has decreased in the last 2 years t
from 2019 to 2020, is a significant change.
Employee engagement is a feeling of
satisfaction, enthusiasm, passion, and
positive behavior related to a job (Turner,
2020). The Mimika Regency Land Office is
located on Jalan Cenderawasi SP 2 Timika.
The number of employees of the Land
Office is 31 people consisting of 7 structural
officers, 11 certain functional officials and
13 staff. Assisted by 36 PPNPN employees,
10 mapping and cadastral officers.
Based on the results of interviews
with the planning and control department
regarding employee engagement on
employees, it can be concluded that the
level of employee engagement at the
Mimika Regency Land Office is still quite
low, because most employees still do not
have job satisfaction which can affect
employee engagement. In addition to
interviews to strengthen the research, the
authors conducted a pre-survey to find out
employee engagement that actually
happened to employees by using a
questionnaire about employee
engagement which was distributed to 31
respondents via Google Form, namely
employees of the District Land Office.
Mimica . Based on the results of the pre-
survey on employee engagement obtained
from each question, it is in the range of
number 2 from a maximum value of 5. The
lowest average value is found in the
statement, "I am persistent and diligent
even though I face difficulties at work" with
a score of 3% and an average score The
highest average on the statement "I have a
sense of enthusiasm which is indicated by
an interest in work" with an average score
of 43%. So it can be concluded that most
employees still do not have job satisfaction
which can affect employee engagement.
this is related to the employee engagement
indicator, namely "Vigor". Employees have
persistence and perseverance even though
in their daily life there is sometimes a sense
of boredom and difficulty in working. This
indicator hits the target and exceeds the
call of duty. In addition, we can see the
statement, where the value obtained is
relatively low, so it can be concluded that
some employees do not have
commitments and company policies. shows
an average value of 3% below the target
figure of 43%.
After receiving data from the
preliminary survey, the authors conducted
a subsequent survey to ascertain, from
District Land Office employees, the
elements that they felt could potentially
affect employee engagement. Mimika. It is
clear from the survey findings that the
transformational leadership category
received the highest score. Employees feel
that there is a correlation between having a
leader at work who sets an example and
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2167
increased levels of employee engagement.
Employee involvement, according to
Robinson et al. (2015), can be defined as a
positive attitude that employees have
towards the organization where they work
and the company's goals. A high-level
corporate culture has a major impact on
the extent to which employees are
engaged in their work. According to the
findings of research conducted by
Humairoh and Wardoyo (2017), the culture
of a business does indeed affect the level of
employee engagement. Organizational
culture is a symbol and a set of values
shared by all members of the organization.
Organizational culture is often referred to
simply as culture. Therefore, business
culture has a direct impact on the level of
engagement displayed by its workforce.
The last factor is job satisfaction,
which is another component of this
organizational environment that must be
taken into account. Employees will have a
sense of job satisfaction when they
perceive the value and importance of the
work they do. Employees will have a better
impact on the company if they feel satisfied
in their work. Satisfied employees will be
more creative, flexible, innovative, and loyal
to the organization. The results of the pre-
transformational leadership survey show
that the lowest score is in the statement
"Leaders are actively involved in every
activity in the company environment" with
a value of 7%. These results indicate that
they are less satisfied with the support
received and the lack of leaders who are
actively involved in company activities.
While the highest result is found in the
statement "Leaders are able to encourage
employees to be more innovative in
dealing with organizational problems" with
a value of 43%, these results indicate that
leaders can be role models in the quality of
their work well.
The results of the pre-survey of the
organizational culture variable of
employees on average with a score of The
lowest value is found in the statement "I
have a promising career for the future in
the company" this indicates that some
employees still feel dissatisfied with the
satisfaction of the rewards received and a
promising career. in the future . While the
highest score is in the statement, namely "I
am satisfied with the overall salary level and
the bonuses given according to
performance", this shows good
cooperation between co-workers in the
team.
Based on the results of surveys,
interviews, and previous research, the
authors decided to take the research title
"The Effect of Transformational Leadership
and Organizational Culture on Job
Satisfaction with Variable Intervening"
(Case Study at the Land Office of Mimika
Regency, Papua.
METHODS
By using a causal research design, the
authors of this study set out to determine
whether one or more variables
(independent variables) had an effect or
not on the overall research results (the
dependent variable).
The data of this study were collected
through the use of a questionnaire. When
it comes to getting the right information,
questions are asked of the participants in
the form of a questionnaire. The factors of
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Engagement With Job Satisfaction as Intervening Variable
DOI : 10.36418/jrssem.v1i12.231
transformational leadership, corporate
culture, job happiness, and employee
involvement will be investigated as
variables.
In this study, the population used were all
employees of the Land Office of the district.
Mimika Papua has a total population of 67
employees, with certain levels of structural,
functional, general functional up to staff
who are registered as active until December
2021.
According to Sugiyono (2013), the quality
and numbers possessed by the population
are represented in the sample to a certain
degree. This happens even though the
sample is not representative of the
population as a whole. Data or samples can
be collected using non-probability
sampling, which is a type of sampling that
does not provide equal opportunities or
opportunities for each individual to be
selected as a sample. This is the approach
taken in this study. Non-probability
sampling is a method of collecting data or
samples. In this particular investigation, a
sampling method known as non-
probability sampling was used. The
investigation uses various non-probability
sampling methods, such as census
sampling, for example (saturated). Based
on the results of this study, of the total
workforce in the Mimika Regency Land
Office, Papua, 67 employees were
randomly selected to be used as research
samples. The researcher will develop
findings based on the research, the
conclusions will be applied to the
population based on what is learned from
the sample, and the population must be
truly representative to make it easier for
researchers to start the testing phase. A
sample study will yield more reliable
conclusions, in addition to reducing the
amount of time required for research.
RESULTS AND DISCUSSION
The characteristics of the
respondents in this study were 67
employees at the level of structural officials,
functional officers, and PPNPN with a
minimum working period of 1 year until
2021. Gender, age, years of service, level,
and department are some of the
characteristics that distinguish respondents
in this research. According to gender, 37
(55.2 percent) of the respondents were
male, while 30 (29.6 percent) of the
respondents were female (44.8 percent).
Based on the department, the
majority of respondents are in PNPP,
namely 44 people (65.7%) and the rest are
spread in certain functional areas as many
as 7 people (10.4%), then general
functional as many as 16 people (23.9%).
Based on final education, the majority of
respondents 11 respondents (16.4%) had
high school education, 8 respondents
(11.9%) had DI-DIII education, 42
respondents (62.7%) had undergraduate
education and 6 respondents (9 %) had a
master's degree. Thirty-eight respondents
(44.8 percent) reported having worked 3-7
years, 16 respondents (23.9 percent)
reported having worked 7-10 years, and
five respondents reported having worked
more of 10-15 years, according to the
survey results.
The results of descriptive analysis to
test the validity of each indicator and
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2169
construct reliability, and the characteristics
of these respondents will be measured by
convergent validity while construct
reliability is measured by composite
reliability.
The loading factor on the latent
variable with its indications determines the
value of convergent validity. Having a limit
of 0.5, an indicator with a loading factor
value greater than 0.5 is considered valid in
this investigation. The results of the validity
test are shown below.
. Employees who have a strong
professional identity are less likely to
experience a steady decline in morale.
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Engagement With Job Satisfaction as Intervening Variable
DOI : 10.36418/jrssem.v1i12.231
Table 1. Convergent Validity Test
Variable
Item
Outer
Loading
Value
Outer
Loading
Value Limit
Decision
Transformational
leadership (X1)
KT1
KT2
KT3
KT4
KT5
KT6
KT7
KT8
0,765
0,548
0,759
0,794
0,804
0,624
0,740
0,693
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Organizational culture
(X2)
BO1
BO2
BO5
BO6
BO7
BO8
BO9
BO10
BO11
BO12
BO13
BO14
0,632
0,671
0,768
0,658
0,687
0,720
0,553
0,759
0,719
0.560
0.762
0.754
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Job satisfaction (Y1)
KK1
KK2
KK4
KK5
KK6
KK7
KK8
KK9
KK10
0,625
0,693
0,649
0,727
0,674
0,700
0,588
0,705
0,689
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Employee
Engagement(Y2)
EE1
EE2
EE3
EE4
EE5
EE6
EE7
EE8
0,833
0,805
0,758
0,775
0,805
0,833
0,676
0,535
0,5
0,5
0,5
0,5
0,5
0,5
0,5
0,5
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Valid
Source: SmartPLS Data Processing Results 3.3.9 (2022).
Another way to determine
convergent validity is the mean variance
(AVE). You can check the convergent
validity of the model in another way:
compare the square of each AVE value with
its correlation value with the other
components of the model. An AVE value of
at least 0.5 is considered satisfactory by
most standards (Ghozali and Latan, 2015).
The use of the Average Variance Extracted
(AVE) test to demonstrate convergent
validity reveals various manifest variables
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2171
that the latent construct may have. If the
latent construct can handle more variation
in the manifest variable, it will also be able
to handle more variance in the latent
variable.
Table 2. Convergent Validity Test with Average Variance Extracted (AVE)
Variable
AVE Value
AVE Nilai Value
Limit
Decision
Transformational
leadership (X1)
0,520
0,500
Valid
Organizational culture
(X2)
0,520
0,500
Valid
Job satisfaction (Y1)
0,516
0,500
Valid
Employee Engagement
(Y2)
0,580
0,500
Valid
Source: SmartPLS Data Processing Results 3.3.9 (2022).
Table 2 shows that all variables have
an AVE value greater than 0.5, as shown in
the graph. Thus, indicators can be used to
measure the dimensions or variables to be
assessed. Discriminant validity is an
indication of a reflection that can be
observed in the existing cross loading
between the indicator and its construct. If
the size of the correlation between the
construct and the measurement item is
greater than the size of the correlation
between the construct and other
constructs, then the discriminant validity of
the study can be evaluated by looking at
the cross loading value.
The reliability test of the
questionnaire can be considered as an
instrument to measure indications of
variables or constructs. If the measuring
instrument or instrument in the form of a
questionnaire is reliable or reliable, it is said
to have the ability to convey stable or
constant measurement findings. Therefore,
it is necessary to do a reliability test. There
are two types of measurements that can be
used to assess composite dependence. This
is internal consistency and cronbach's
alpha. The following are the findings from
data analysis conducted using the
Cronbach alpha test, Composite reliability,
and AVE value.
Table 4 shows that Cronbach's alpha
and composite reliability are both very
good, indicating that each variable has a
value of more than 0.70. This conclusion is
based on the findings of scientific
investigations. This indicates a high level of
consistency and stability of the device used.
This indicates that either the hypothesis is
highly dependent or the questionnaire
used to conduct the research is reliable.
Structural model testing by
investigating the relevance of the
relationship between different constructs
or variables. This can be seen from the path
coefficient, which gives an idea of the
2172 | Transformational Leadership and Organizational Culture Towards Employee
Engagement With Job Satisfaction as Intervening Variable
extent to which the variable constructions
are closely related to each other. The
hypothesis requires that the sign or
direction of the path (path coefficient) is
consistent with the theory being tested. To
evaluate the coefficient of determination
(R2), Effect Size (f2), and Predictive
Relevance Value, it is necessary to test the
structural model (Q2) T-statistics.
Table 3. Discriminant Validity Test (Cross Loading)
Transformational
Leadership
Organizational
Culture
Job
Satisfaction
Employee
Engagement
0.766
0.159
0.391
0.074
0.546
0.322
0.399
0.214
0.76
0.359
0.453
0.313
0.795
0.462
0.657
0.516
0.804
0.249
0.489
0.269
0.624
0.413
0.494
0.298
0.739
0.528
0.619
0.499
0.693
0.301
0.497
0.166
0.465
0.632
0.494
0.353
0.395
0.671
0.474
0.381
0.362
0.441
0.321
0.298
0.137
0.417
0.372
0.202
0.305
0.768
0.499
0.448
0.247
0.658
0.612
0.596
0.313
0.687
0.633
0.572
0.318
0.72
0.613
0.595
0.406
0.553
0.409
0.435
0.307
0.759
0.652
0.545
0.37
0.719
0.504
0.331
0.337
0.56
0.434
0.187
0.277
0.762
0.616
0.517
0.591
0.754
0.718
0.508
0.368
0.564
0.625
0.642
0.534
0.616
0.693
0.538
0.198
0.434
0.457
0.393
0.381
0.579
0.649
0.461
0.437
0.614
0.727
0.391
0.566
0.384
0.674
0.43
0.371
0.643
0.7
0.497
0.363
0.494
0.588
0.392
0.596
0.489
0.705
0.482
0.617
0.472
0.689
0.611
0.312
0.502
0.633
0.833
0.336
0.576
0.579
0.805
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2173
Table 4. Reliability Test
Source: SmartPLS Data Processing Results 3.3.9 (2022).
Table 5. Results of the Tabulation of the Direct Effect Hypothesis Test
Hypothesis
Std Value
Coefficient
T
Statistic
P-value
Description
H1
Transformational Leadership
(X1) → Job Satisfaction (Y1)
0.431
3.457
0.001
Positive and
Significant
Influence
H2
Transformational Leadership
(X1) →
Employee Engagement (Y2)
-0.044
0.289
0.773
No Significant
Effect
H3
Organizational Culture (X2)
→ Job Satisfaction (Y1)
0.552
4.813
0.000
Positive and
Significant
Influence
H4
Organizational Culture (X2)
→
Employee Engagement (Y2)
0.381
2.000
0.046
Positive and
Significant
Influence
H5
Job Satisfaction →
Employee Engagement
0.396
2.185
0.029
Positive and
Significant
Influence
Source: SmartPLS Data Processing Results 3.3.9 (2022).
Table 6. Indirect Effect Test Results
Hypothesis
Std Value
Coefficient
T
Statistic
P-value
Description
H6
Transformational
Leadership -> Job
Satisfaction -> Employee
Engagement
0.170
2.159
0.031
Mediating Positive
and Significant
H7
Organizational Culture ->
Job Satisfaction ->
Employee Engagement
0.219
1.703
0.089
Not Mediating
Significant
Source: SmartPLS Data Processing Results 3.3.9 (2022)
Transformational
Leadership
Organizational
Culture
Job
Satisfaction
Employee
Engagement
0.257
0.38
0.497
0.758
0.429
0.495
0.617
0.775
0.355
0.525
0.63
0.805
0.281
0.506
0.552
0.833
0.328
0.473
0.462
0.676
0.233
0.423
0.353
0.535
Variable
Cronbach’s
Alpha
Composite
Reliability
Reliability
Limit
Decision
Transformational Leadership
Organizational Culture
Job Satisfaction
Employee Engagement
0,856
0,896
0,849
0,878
0,895
0,913
0,881
0,905
0,700
0,700
0,700
0,700
Reliabel
Reliabel
Reliabel
Reliabel
2174 | Transformational Leadership and Organizational Culture Towards Employee
Engagement With Job Satisfaction as Intervening Variable
R Square
Table 7. Results of R Square . Value
Variable
R Square
R Square Adjusted
Job Satisfaction (Y1)
0.722
0.713
Employee Engagement (Y2)
0.492
0.468
Source: SmartPLS Data Processing Results 3.3.9 (2022).
The following findings are seen as a
result of looking at Table 7 above: the R-
Square value of the variable representing
job satisfaction is 0.722. This R-square value
indicates that the variance in the Job
Satisfaction construct which can be
explained by the variance in the internal
communication and employee
engagement constructs is 0.492. The
remaining variance in the Job Satisfaction
construct can be explained by other
variables that are not related to this study.
R2 values of 0.67, 0.33, and 0.19,
respectively, allow one to draw the
conclusion that the models are strong,
moderate, and weak, respectively, as stated
by Chin (1998) in Ghozali and Latan (2015:
81). It is possible to draw the conclusion
that the influence is significant in this
regard.
This equation is used to determine
whether the endogenous latent variable is
significantly affected by the external latent
variable. If the result of the f2 value is 0.02,
then the effect of the exogenous latent
variable is small; if the result is 0.15, then
the effect is moderate; and if the result is
0.35 then the effect is high.
Table 8. Result of f Square value
Job Satisfaction (Y1)
Employee Engagement
(Y2)
Trans Leadership (X1)
0.838
0.119
Organizational Culture
(X2)
0.509
0.002
Job Satisfaction (Y1)
0.086
Source: SmartPLS Data Processing Results 3.3.9 (2022).
The Goodness of Fit test of the
structural model on the inner model uses the
predictive relevance value (Q2). Q-square
value greater than 0 (zero) indicates that the
model has predictive relevance.
Goodness of Fit Index (GoF) to
evaluate the overall structural and
measurement model. This GoF index is
used to validate the performance of the
measurement model (outer model) and the
overall structural model (inner model).
Table 9. Model Fit Test Results
Fit Summary
Saturated Model
Estimated Model
SRMR
0.122
0.131
Source: SmartPLS Data Processing Results 3.3.9 (2022).
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2175
DOI : 10.36418/jrssem.v1i12.231
From the output above, it can be seen that the SRMR value is 0.122 so that the model is appropriate or
has met the criteria for goodness of fit model.
The research hypothesis (H1) states that transformational leadership has a positive and significant
effect on job satisfaction. This can be seen in the results of the path coefficient and the direct effect
hypothesis test because the t count < t table (3.457 < 1.96) or P values > 0.05 (0.971 > 0.01), so the
hypothesis is accepted. Thus the first hypothesis which states that transformational leadership has an
effect on job satisfaction.
According to Lukita (2017), transformational leadership has a considerable impact on employee
satisfaction. According to Northouse (2013), transformational leadership enables businesses to consider
the needs and motivations of their people and assists them in reaching their full potential.
According to research findings, transformative leadership has little impact on employee
engagement. The calculated t value is greater than t table (0.289 > 1.96), or the P value is less than 0.05
< (0.773 < 0.05), so this hypothesis is rejected. Therefore, the second hypothesis which states that
transformative leadership affects employee engagement cannot be supported and must be rejected.
According to Milhem et al. (2019), Evelyn & Hazel (2015), and Erwin et al. (2019),
transformative leadership has a major impact on employee engagement. According to Nurtjahjani et al.
(2020), transformative leadership has little effect on employee engagement.
According to research findings, organizational culture has an effect on job satisfaction. This is
evident from the results of the path coefficient and direct effect hypothesis testing, the t value is greater
than t table > (4,813 > 1.96) or the P value is less than 0.05 (0.000 < 0.05), thus supporting this
hypothesis. . A positive coefficient value indicates a positive influence, namely with the growth of
organizational culture, job satisfaction also increases.
According to Adriaenssens et al. (2014) and Allen et al. (2014), organizational culture has a major
effect on employee satisfaction. If the organizational culture is improved, employee job satisfaction will
grow; Conversely, if the organizational culture decreases, employee job satisfaction will decrease.
According to Sow et al. (2017), corporate culture has a direct and significant effect on job satisfaction.
The Influence of Organizational Culture on Employee Engagement
Based on the research results, it is known that organizational culture has an effect on employee
engagement. This can be seen in the results of the path coefficient and the direct effect hypothesis test
because the value of t count > t table (2,000 > 1.96) or P values < 0.05 (0.046 < 0.05), so this hypothesis
received. A positive coefficient value means that the effect is positive, ie if the organizational culture
increases then employee engagement also increases.
Sylvia and Setiawan (2017) provide research that shows a strong positive relationship between
organizational culture and employee engagement. According to Viqi (2015), every company has its own
organizational culture to differentiate it from competitors and to ensure that employees feel at home in
their work environment. This culture, in turn, has an impact on how securely workers feel attached to
their employers.
2176 | Transformational Leadership and Organizational Culture Towards Employee
Engagement With Job Satisfaction as Intervening Variable
Effect of Job Satisfaction on Employee Engagement
Based on the results of the study, job satisfaction has an effect on employee engagement. This is
evident because the t-count value is greater than the t-table value (2.185 > 1.96), or the P value is less
than 0.05 < (0.029 < 0.05), then this hypothesis is accepted. A positive coefficient value indicates that
the effect is positive, namely when job satisfaction increases, employee engagement also increases.
According to the findings of research conducted by Lienardo and Setiawan (2017), the level of
employee engagement is significantly influenced by job satisfaction. According to Yao-Yao and Me n g -
Na (2015), there is a relationship between the level of job satisfaction of employees and their level of
involvement in work. Ali & Farooqi (2014) Employees' reactions to their work and the various facilities
provided by their employers to support and increase the value of each employee are the main factors in
determining job satisfaction.
The Effect of Transformational Leadership on Employee Engagement Through Job Satisfaction
Based on the research results, it is common knowledge that transformational leadership has a role
in the level of employee engagement achieved through job satisfaction. This conclusion was reached
when the indirect impact test yielded a P value greater than 0.05 (0.031 > 0.05). Therefore, the sixth
hypothesis, which argues that transformational leadership affects employee engagement through job
satisfaction, has been proven correct, and can now be considered acceptable.
According to the argument of Fullchis Nurtjahjani (2020), there is a beneficial and significant
influence on transformational leadership, employee engagement, and satisfaction. Employees led by
transformational leaders who are skilled in their fields must experience a high level of job satisfaction
in order to have a high level of work involvement.
The Influence of Organizational Culture on Employee Engagement Through Job Satisfaction
Organizational culture has no effect on the degree to which employees are interested in their jobs,
the study found. It is possible to draw this conclusion because the indirect effect test produces a P value
greater than 0.05. Therefore there is no evidence to support the sixth hypothesis, according to which
corporate culture influences employee engagement through job satisfaction. Organizational culture and
employee engagement can both benefit from a sense of satisfaction in the workplace, according to
Natasya and Awaluddin (2021). Employee productivity increases as the organization strives to
strengthen its culture, engage its workforce, and provide a satisfying work environment for its
employees. Having a good time at work has a significant impact on organizational culture and employee
engagement levels, according to Humairo and Wardoyo (2017).
CONCLUSIONS
The conclusion obtained is that transformational leadership has an effect on job
satisfaction. This proves that the transformational leadership level factor is obtained from the
highest indicator value, namely "My supervisor is able to inspire employees through
Florensya Pamara, Emanuel Michael Bayudhirgantara | 2177
motivation" which is able to increase job satisfaction for employees of the District Land Office.
Papuan Mimika. Leadership transformation has little effect on employee engagement. This
indicates that the transformative leadership level component derives from the highest
indicator value, “I am proud of the work I do”, which failed to increase employee engagement
among District Land Office personnel. Papuan Mimika.
Organizational culture has an effect on job satisfaction. This proves that the organizational
culture level factor is obtained from the highest indicator value, namely "My supervisor is able
to trigger employees to be creative and innovative" which is able to increase job satisfaction
for employees of the District Land Office. Papuan Mimika. Organizational culture has an effect
on employee engagement. This proves that the organizational culture level factor is obtained
from the highest indicator value, namely "I do work with concentration and seriousness" which
is able to increase employee engagement for employees of the District Land Office. Papuan
Mimika. Job satisfaction has an effect on employee engagement. This proves that the
organizational culture level factor is obtained from the highest indicator value, namely "My
boss gives salaries to employees according to work." which is able to increase employee
engagement in the employees of the District Land Office. Papuan Mimika. Transformational
leadership has an effect on employee engagement through job satisfaction. From the direct
and indirect effect hypothesis testing, it can be seen that the value of the influence of
transformational leadership on employee engagement is obtained from the highest indicator
value, namely "My supervisor is able to trigger employees to be creative and innovative" or is
directly positive but lower than through the intermediary of job satisfaction variables.
Organizational culture has no effect on Employee Engagement Through Job Satisfaction. From
the direct and indirect effect hypothesis testing, it can be seen that the value of the influence
of Organizational Culture on employee engagement is obtained from the highest indicator
value, namely "Organizational activities are able to maintain a state of organizational growth"
which have not been able to increase job satisfaction for employees of the District Land Office.
Papuan Mimika.
2178 | Transformational Leadership and Organizational Culture Towards Employee
Engagement With Job Satisfaction as Intervening Variable
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