The Effect Of Leadership Style, Job Satisfaction And Employee-Supervisor Relationship On Job Performance And Organizational Commitment

Abstract

Although organizational commitment and job performance are essential for the survival of an organization, yet scanty attention is paid to simultaneous investigation of these variables. This study set to investigate the influence of supervisor-employee relationship, perceived leadership style, and job satisfaction on organizational commitment and job performance. Two hundred and fifty-five employees of media employees are conveniently sampled with ages ranging from 20 to 57 years with a mean of 34.29 years. Stepwise multiple regression analysis was employed to test the working hypotheses.Stepwise regression analysis reveals three steps in the prediction of organizational commitment and job performance respectively. With the third steps showing that job satisfaction (β = 0.53; p < .001); supervisor-subordinate relationship (β = 0.41; p < .001) and laissez-faire leadership styles (β = 0.38; p < .001) as predicting organizational commitment with 49.7% variance is explained; while with job performance, 34.8% of variance explained the variables of working experience (β = -0.54; p < .001); education (β = 0.31; p < .01) and transformational leadership styles (β = -0.22; p < .05). This finding has implications for employee retention, performance management and incentive strategy.

Pengaruh Kompensasi Terhadap Kinerja Karyawan Yang Dimediasi Oleh Kepuasan Kerja Pada Cv. Pelita Mandiri v Pematang Reba

“…Mengacu pada penelitian Indarti, et.al, (2016) menyebutkan bahwa kepuasan kerja berpengaruh positif dan signifikan terhadap kinerja karyawan, serta riset yang dilakukan oleh Babalola (2016) yang menyatakan bahwa pengaruh kepuasan kerja terhadap kinerja positif dan signifikan.…”

“…Hasil dari penelitian dibuktikan dari penelitian sebelumnya, seperti penelitian yang dilakukan Indarti, et.al, (2016) menyebutkan bahwa kepuasan kerja berpengaruh positif dan signifikan terhadap kinerja karyawan. Babalola (2016) yang menyatakan bahwa pengaruh kepuasan kerja terhadap kinerja positif dan signifikan. Siengthai dan Pila-Ngarm (2016), Sari dan Susilo (2018) dan Sanuddnin dan Widjojo (2013) juga menyimpulkan bahwa kempuasan kerja berpengaruh terhadap kinerja karyawan.…”

Employee Satisfaction and Leadership Styles: Is There a Relationship?

“…Sendo assim, Babalola (2016) sugere que a gestão da organização desenvolva um programa contínuo voltado para atividades que incentivem não apenas a satisfação no trabalho, mas uma boa relação de trabalho entre superior e subordinado, pois isso contribui mais para o compromisso organizacional na ausência de liderança.…”

“…No que aborda esta temática, algumas pesquisas identificaram que o estilo de liderança tem afetado performance, sucesso organizacional, satisfação e comprometimento de funcionários, desenvolvimento de produtos, inovações, entre outros, citando-se os trabalhos de Nguyen et al (2017), Girma (2016), Shao, Feng e Hu (2016), Babalola (2016), Tomei e Riche (2016), Lizote et al (2014), Braun et al (2013), Brant (2012), Ferreira, Ana (2011), Benevides (2010), Casanova (2008), Moyes, Shao e Newsome (2008), Ogbonna e Harris (2000), Norrgren e Schaller (1999), Lueptow, Garovich e Lueptow (1995) e Hildebrand (1988.…”

Nursing Academic Staff Engagement in Work Against Traditional and Innovative Leadership Styles

“…Leadership styles had been studied with different variables such as motivation (Walker, 2015), organization performance (Omira, 2015) in addition to commitment and subordinate-supervisor relationship (Babalola, 2016), and frequently showing positive relation such as transformational with commitment (Yahaya and Ebrahim, 2016), authentic with structural empowerment (Regan et al, 2016) and with motivation and commitment (Guerrero et al, 2015). However, many studies researched the relationship between work engagement and leadership styles.…”