The Influence of Leadership Style, Work Discipline, and Organization Commitment on Employee Performance: Case Study on Indonesian Public Service
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International Journal Publishing
INFLUENCE: International Journal of Science Review
Volume 3, No. 1, 2021
https://internationaljournal.net/index.php/influence/index
Research Article
The Influence of Leadership Style, Work Discipline, and
Organization Commitment on Employee Performance:
Case Study on Indonesian Public Service
Edi Sugiono1*, Suryono Efendi2, Cindi Feriani Saragih3
1,2,3
Universitas Nasional Jakarta, Indonesia
*Email: edisugiono33@yahoo.com
Abstract: If an organization or business wants to progress or develop, it must have qualified
employees. This study uses quantitative techniques combined with descriptive analysis. Primary and
secondary data are offered in this study. Preliminary data were collected in the field. The primary data
source is a questionnaire distributed to respondents, while the secondary data source is information on
the profile of the Indonesian Public Service. Probability sampling is used in this study. The technique
used is the random sampling technique. The sample size for this study was 120 respondents. The test
used to analyze the results of this research data is SEM analysis. In the Indonesian Public Service,
leadership style, work discipline, and organizational Commitment all have a positive and significant
effect on job satisfaction. In the Indonesian Public Service, leadership style, work discipline, and job
satisfaction all have a positive and significant effect on employee performance, but organizational
Commitment does not have a positive and significant effect on employee performance. In the
Indonesian Public Service, leadership style, work discipline, and organizational Commitment
positively and significantly affect employee performance as measured by job satisfaction.
Keywords: Influence, Leadership Style, Work Discipline, Organizational Commitment, Employee
Performance.
A. INTRODUCTION
In various disciplines, especially organizational life, the human factor is the main
obstacle to success in all activities. Caldwel, Chatman, & O'Reilly (1990) state if an
organization or business wants to progress or develop, it must have qualified employees.
Qualified employees are those whose performance meets or exceeds company targets. To
recruit high-performing employees, it is crucial to apply interpretation. Each activity is
initiated and determined by members of the organization (Sugiono, Efendi & Al-Afghani,
2021).
Performance measures can be measured in terms of quantity and quality by
organizational or company standards; they can be tangible (measurements or standards can be
chosen) or intangible (cannot be determined through measuring tools or means), depending
on the circumstances and the implementation process (Angel & Perry, 2017). Many elements
and conditions affect employee performance in a business, both internally and externally
(Darma & Arsyad, 2019). The performance of employees is influenced both by inherent and
external factors. All aspects which help the success of an employee include education,
experience, motivation, health, age, capabilities, emotions and spirituality (Sanowane, 2021).
This can be accomplished if individuals or groups within an organization operate in
accordance with their assigned roles in order to accomplish organizational goals legally,
ethically, and in accordance with morals and ethics (Sugiono, Effendi & Alwan, 2021).
The importance of the strategic role of leadership in achieving the organization's
mission, vision, and goals is one of the reasons people are always interested in the nuances of
administration (Alwi & Sugiono, 2020). The quality of a leader is often viewed as the
essential aspect of an organization's success or failure, and the success or failure of an
organization, whether business or not-for-profit, is often regarded as a leader's success or
56International Journal Publishing
INFLUENCE: International Journal of Science Review
Volume 3, No. 1, 2021
https://internationaljournal.net/index.php/influence/index
failure. Because the leader's position is critical, the leadership course becomes the focal point
of study in organizational behaviour (Efendi & Winenriandhika, 2021).
Discipline helps ensure that tasks are completed according to the rules to optimize
work (Asir, 2021). One of the criteria needed for developing a profession in the work
environment is a comprehensive division of labour down to the lowest employee or official.
Everyone knows their duties, how to do them, when work starts and ends, and what to do.
Thus, discipline must be established to ensure that everyone understands what the task is,
how to complete it, when the work begins and ends, and who is responsible for the results of
the work (Sugiono, 2021).
While job dissatisfaction is related to a strong desire to leave work, higher job stress,
and the emergence of various psychological and physical disorders at the individual level,
employee performance is measured against organizational standards or criteria. Management
aims to achieve very high employee performance, thereby significantly increasing the total
performance of the organization. Company strategy (importance of short and long term goals,
organizational culture, and economic conditions) and individual characteristics such as
abilities and skills affect employee performance (Parwirosumarto, Bachelor & Gunawan,
2017).
B. METHOD
This study uses quantitative techniques combined with descriptive analysis. Primary
and secondary data are offered in this study. Primary data is collected directly in the field
(Martela, 2019). The primary data source was obtained from distributing questionnaires to
correspondents, while the secondary information was the profile of the Indonesian Public
Service. This study combines a quantitative approach with a descriptive system. This study
includes primary data and secondary data. Preliminary data was immediately obtained in the
field analysis of research data using SEM analysis test.
C. RESULT AND DISCUSSION
1. Characteristics of Respondent
The following is the distribution of respondents by gender, age, and education level,
which is presented in the following table:
Table 1. Characteristics of Respondent
Characteristics Amount Percentage
Gender
Male 47 39.2
Female 73 60.8
Age
20 - 30 Years 11 9.2
31 - 40 Years 52 43.3
41 - 50 Years 49 40.8
51 – 58 Years 8 6.7
Level of Education
Senior High School 3 2.5
Diploma (1,2,3) 3 2.5
Bachelor Degree 72 60.0
Master 41 34.2
Doctor 1 0.8
Source: data processed (2021)
57International Journal Publishing
INFLUENCE: International Journal of Science Review
Volume 3, No. 1, 2021
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Based on table 1 above, it can be seen that the highest percentage is in the female
gender category, which is 61%. Respondents with the highest age level were in the age
category 31-40 years at 43.3%, while the smallest percentage was in the age category 51-58
years at 9.2%. Then the highest education level is in the Bachelor Degree education category,
60% of the Doctoral education level with a percentage of 0.8% being the smallest percentage.
2. Leadership Style Validity Test
In the test of the validity of the leadership style variable, eight questions represent the
four indicators. Each question is labelled with an L.S. as part of the leadership style variable.
For example, LS1 for the first statement on the leadership style variable. The following are
the results of SPSS processing shown in Table 2.
Table 2. Leadership Style Variable Validity Test
No Question r count r table Description
1 LS1 0.887 0.361 Valid
2 LS2 0.832 0.361 Valid
3 LS3 0.844 0.361 Valid
4 LS4 0.927 0.361 Valid
5 LS5 0.832 0.361 Valid
6 LS6 0.826 0.361 Valid
7 LS7 0.882 0.361 Valid
8 LS8 0.753 0.361 Valid
Source: data processed (2021)
From the processing, it is found that each question has a value rcount > rtable. Thus, each
question can be interpreted as qualified to be said to be valid.
3. Work Discipline Validity Test
In the test of the validity of the work discipline variable, eight questions represent
four indicators. Each question is labelled W.D. as part of the work discipline variable. For
example, WD1 to mark the first statement on the work discipline variable. The following are
the results of SPSS processing shown in Table 3.
Table 3. Work Discipline Validity Test Variables
No Question r count r table Description
1 WD1 0.937 0.361 Valid
2 WD2 0.892 0.361 Valid
3 WD3 0.924 0.361 Valid
4 WD4 0.850 0.361 Valid
5 WD5 0.963 0.361 Valid
6 WD6 0.868 0.361 Valid
7 WD7 0.839 0.361 Valid
8 WD8 0.901 0.361 Valid
Source: data processed (2021)
From the processing, it is found that each question has a value rcount > rtable. Thus, each
question can be interpreted as qualified to be said to be valid.
4. Organizational Commitment Validity Test
In the test of the validity of the organizational commitment variable, 12 questions are
representing six indicators. Each question is labelled with O.C. as part of the corporate
commitment variable. For example, OC1 for the first statement on the variable
58International Journal Publishing
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Organizational Commitment. The following are the results of SPSS processing which are
shown in Table 4:
Table 4. Work Commitment Validity Test Variables
No Question r count r table Description
1 OC1 0.935 0.361 Valid
2 OC2 0.914 0.361 Valid
3 OC3 0.889 0.361 Valid
4 OC4 0.741 0.361 Valid
5 OC5 0.918 0.361 Valid
6 OC6 0.902 0.361 Valid
7 OC7 0.944 0.361 Valid
8 OC8 0.788 0.361 Valid
9 OC9 0.904 0.361 Valid
10 OC10 0.820 0.361 Valid
11 OC11 0.871 0.361 Valid
12 OC12 0.921 0.361 Valid
Source: data processed
From the processing, it is found that each question has a value rcount > rtable. Thus, each
question can be interpreted as qualified to be said to be valid.
5. Job Satisfaction Validity Test
In the test of the validity of the job satisfaction variable, eight questions represent the
four indicators. Each question is labelled with J.S. as part of the job satisfaction variable. For
example, JS1 for the first statement on the job satisfaction variable. The following are the
results of SPSS processing which are shown in Table 5.
Table 5. Job Satisfaction Validity Test Variables
No Question r count r table Description
1 JS1 0.914 0.361 Valid
2 JS2 0.931 0.361 Valid
3 JS3 0.793 0.361 Valid
4 JS4 0.820 0.361 Valid
5 JS5 0.851 0.361 Valid
6 JS6 0.824 0.361 Valid
7 JS7 0.693 0.361 Valid
8 JS8 0.866 0.361 Valid
Source: data processed
From the processing, it is found that each question has a value rcount > rtable. Thus, each
question can be interpreted as qualified to be said to be valid.
6. Employee Performance Validity Test
In the test of the validity of the employee performance variable, ten questions
represent the five indicators. Each question is labelled with E.P. as part of the performance
variable. For example, E.P. for the first statement on the employee performance variable. The
following are the results of SPSS processing which are shown in Table 6.
59International Journal Publishing
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Table 6. Employee Performance Validity Test Variables
No Question r count r table Description
1 EP1 0.838 0.361 Valid
2 EP2 0.903 0.361 Valid
3 EP3 0.661 0.361 Valid
4 EP4 0.844 0.361 Valid
5 EP5 0.832 0.361 Valid
6 EP6 0.789 0.361 Valid
7 EP7 0.874 0.361 Valid
8 EP8 0.808 0.361 Valid
9 EP9 0.820 0.361 Valid
10 EP10 0.832 0.361 Valid
Source: data processed
From the processing, it is found that each question has a value rcount > rtable. Thus, each
question can be interpreted as qualified to be said to be valid.
7. Leadership Style Reliability Test
The following are the results of SPSS processing to test the reliability of leadership
style variables as shown in the following table:
Table 7. Leadership Style Reliability Test Variables
Variable Cronbach Alpha Value Critical Point Description
Leadership Style 0.942 0.7 Reliable
Source: data processed
The processing results show that the leadership style variable has a Cronbach's Alpha
value > 0.70, 0.942. This means that each statement can be interpreted as meeting reliable
requirements.
8. Work Discipline Reliability Test
The following are the results of SPSS processing to test the reliability of leadership
style variables as shown in the following table:
Table 8. Work Discipline Reliability Test Variables
Variable Cronbach Alpha Value Critical Point Description
Work Discipline 0.957 0.7 Reliable
Source: data processed
The processing results show that the leadership style variable has a Cronbach's Alpha
value > 0.70, 0.957. This means that each statement can be interpreted as meeting reliable
requirements.
9. Organizational Commitment Reliability Test
The following are the results of SPSS processing to test the reliability of
compensation variables shown in the following table:
Table 9. Work Commitment Reliability Test Variables
Variable Cronbach Alpha Value Critical Point Description
Work Commitment 0.971 0.7 Reliable
Source: data processed
The processing results show that the leadership style variable has a Cronbach's Alpha
value > 0.70, 0.971. This means that each statement can be interpreted as meeting reliable
requirements.
60International Journal Publishing
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https://internationaljournal.net/index.php/influence/index
10. Job Satisfaction Reliability Test
The following are the results of SPSS processing to test the reliability of job
satisfaction variables which are shown in the following table:
Table 10. Reliability Test of Job Satisfaction Variables
Variable Cronbach Alpha Value Critical Point Description
Job Satisfaction 0.937 0.7 Reliable
Source: Data Processed
The processing results show that the leadership style variable has a Cronbach's Alpha
value > 0.70, 0.937. This means that each statement can be interpreted as meeting reliable
requirements.
11. Employee Performance Reliability Test
The following are the results of SPSS processing to test the reliability of employee
performance variables which are shown in the following table:
Table 11. Employee Performance Reliability Test Variables
Variable Cronbach Alpha Value Critical Point Description
Employee Performance 0.943 0.7 Reliable
Source: data processed
From the processing, it is found that the employee performance variable has a
Cronbach's Alpha value > 0.70, which is 0.943. Thus, each statement can be interpreted as
meeting reliable requirements.
12. Measurement Test
The purpose of this test is to find out how accurately these indicators describe the
existing latent variables (Supriyanto, Ekowati & Maghfuroh, 2020). Testing the validity of
the measurement mode generally uses Confirmatory Factor Analysis (confirmatory factor
analysis). Each model to be measured has a good model accuracy when each manifest
variable (indicator) of the existing latent variables (constructs) has a low error value and a
high-value loading factor component (Sethyanarayan, Lavana, 2018). The following is the
form of the research model for each latent variable (construct):
13. Variable Leadership Style
Table 12. Significance and Validity Test Results of Latent Variable
Leadership Style
Variabel Latent
No Estimate S.E C.R. P Label
Manifes Variable
1 X14 0.879
2 X13 Leadership 0.724 0.092 9.218 *** Significant
3 X12 Style 0.888 0.077 12.586 *** Significant
4 X11 0.688 0.092 8.574 *** Significant
Source: Data Processed
From the results of the CFA analysis using AMOS shown in Table 12, the results of
the significance and validity test of the latent leadership style variable have the required
value, namely the C.R. (Critical Ratio) > 1.96 and significant with p-value = 0.001 (indicated
by the ***) that meet the requirements where the probability value (p) < 0.05. In addition, the
estimated value, which is also known as the factor loading standard, shows a valid value for
each manifest variable because it has a value > 0.50.
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14. Variable Work Discipline
Table 13. Significance Test Results and Validity of Latent Variable Work
Discipline
Variabel Latent
No Estimate S.E C.R. P Label
Manifes Variable
1 X24 0.931
2 X23 Work 0.907 0.057 16.583 *** Significant
3 X22 Discipline 0.883 0.071 15.439 *** Significant
4 X21 0.819 0.068 12.911 *** Significant
Source: Data Processed
From the results of the CFA analysis using AMOS shown in Table 13, the results of
the significance and validity test of the latent leadership style variable have the required
value, namely the C.R. (critical ratio) > 1.96 and significant with p-value = 0.001 (indicated
by the ***) that meet the requirements where the probability value (p) < 0.05. In addition, the
estimated value, which is also known as the factor loading standard, shows a valid value for
each manifest variable because it has a value > 0.50.
15. Variables of Organizational Commitment
Table 14. Significance Test Results and Validity of the Latent Variables of
Organizational Commitment
Variabel Latent
No Estimate S.E C.R. P Label
Manifes Variable
1 X36 0.799
2 X35 0.780 0.107 9.281 *** Significant
3 X34 Organizational 0.711 0.124 8.258 *** Significant
4 X33 Commitment 0.817 0.114 9.865 *** Significant
5 X32 0.781 0.113 9.299 *** Significant
6 X31 0.777 0.144 9.247 *** Significant
Source: Data Processed
From the results of the CFA analysis using AMOS shown in Table 14, the results of
the significance and validity test of the latent variable of organizational Commitment have
the required value, namely the C.R. (critical ratio) > 1.96 and significant with p-value = 0.001
(indicated by the ***) that meet the requirements where the probability value (p) < 0.05. In
addition, the estimated value, which is also known as the factor loading standard, shows a
valid value for each manifest variable because it has a value > 0.50.
16. Job Satisfaction Variables
Table 15. Significance Test Results and Validity of Job Satisfaction Latent Variables
Variabel Variabel
No Estimate S.E C.R. P Label
Manifes Laten
1 Z1 0.815
2 Z2 Job 0.600 0.121 6.742 *** Significant
3 Z3 Satisfaction 0.821 0.105 9.959 *** Significant
4 Z4 0.747 0.107 8.813 *** Significant
Source: Data Processed
From the results of the CFA analysis using AMOS shown in Table 15, the results of
the significance and validity test of the latent variable of organizational Commitment have
62International Journal Publishing
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the required value, namely the C.R. (critical ratio) > 1.96 and significant with p-value = 0.001
(indicated by the ***) that meet the requirements where the probability value (p) < 0.05. In
addition, the estimated value, which is also known as the factor loading standard, shows a
valid value for each manifest variable because it has a value > 0.50
17. Employee Performance Variables
Table 16. Significance Test Results and Validity of Latent Variables of Employee
Performance
Manifest Latent
No Estimate S.E. C.R. P Label
Variable Variable
1 Y1 0.829
2 Y2 0.817 0.100 10.836 *** Significant
3 Y3 Employee 0.128 9.544 *** Significant
0.770
Performance
4 Y4 0.801 0.130 10.083 *** Significant
5 Y5 0.737 0.107 8.993 *** Significant
Source: Data Processed
From the results of the CFA analysis using AMOS shown in Table 16, the results of
the significance and validity test of the latent variable of organizational Commitment have
the required value, namely the C.R. (critical ratio) > 1.96 and significant with p-value = 0.001
(indicated by the ***) that meet the requirements where the probability value (p) < 0.05. In
addition, the estimated value, which is also known as the factor loading standard, shows a
valid value for each manifest variable because it has a value > 0.50.
Research findings of the relationship between research variables can be explained by
using the results of data analysis. Ten points summarize the findings of this study.
R1: The results show that the leadership style variable positively affects job
satisfaction in Indonesian public services. The result will directly affect Job Satisfaction in
Indonesian Public Service
R2: The study results indicate that the work discipline variable has a positive and
significant effect on job satisfaction in Indonesian public services.
R3: According to study, the organizational commitment has a positive and
considerable impact on the happiness of employees in Indonesian public services. Increased
corporate commitment, as measured by 1) a sense of organisation's membership; (2) pride in
organization; (3) an organization's commitment to work; (4) a strong commitment to working
for an organisation; (5) a strong belief in organizational values; and (6) a strong willingness
to work for an organization that directly affects employment satisfaction in public services in
Indonesia.
R4: The results of the study show that the leadership variable has a positive effect on
the performance of employees in the Indonesia public service. Improving the style of
leadership can be as follows: (1) Leadership Directive, (2) Supportive Leadership, and (4)
Leadership Outcome Leadership. It will affect the performance of staff in Indonesia in the
public sector.
R5: The findings indicate that work discipline has a positive and statistically
significant effect on employee performance in the Indonesian Public Service. Commitment to
the organization has an effect on employee performance in Indonesia's public services.
R6: The study results indicate that the organizational commitment variable has no
positive and significant effect on employee performance in Indonesian Public Services.
R7: The study results indicate that the variable job satisfaction has a positive and
significant effect on employee performance in Indonesian Public Services. It can be
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interpreted that increasing job satisfaction in terms of 1) Challenging work, 2) Supportive
working conditions, 3) Appropriate salary or wages, and 4) supportive colleagues will affect
employee performance in Indonesian Public Services.
R8: The outcomes of the study show that the leadership variable in public services
evaluated by Job Satisfaction has a positive and significant impact on employee performance
in Indonesia. It may be inferred that increasing leadership in the form 1) Directive
Leadership, 2) Supportive Leadership, 3) Participatory Leadership, and 4) Outcome-oriented
Leadership have an indirect effect on Indonesian Public Service performance through job
satisfaction. This demonstrates that the performance of employees would also enhance
through work happiness among Indonesian public servants when the style of leadership is
increased.
R9: The results show that the work discipline variable positively affects employee
performance through Job Satisfaction in Indonesian Public Services. Other administrative
regulations will indirectly affect employee performance through job satisfaction in
Indonesian Public Services.
R10: The results indicate that the variable in organizational commitment has a
positive and significant impact through job satisfaction on the performance of its employees
in the Indonesian public service; it also has an indirect effect on the performance of its
employees in the Indonesian public service through job satisfaction. In Indonesia, employee
performance will also increase through job satisfaction.
D. CONCLUSION
The following findings can be taken from the study of the research data: 1)
Leadership style has a positive and significant effect on job satisfaction in the Indonesian
public sector; 2) Work discipline has a positive and significant effect on job satisfaction in
the Indonesian public sector; 3) Organizational Commitment has a positive and significant
effect on job satisfaction in the Indonesian public sector; and 4) Leadership style has a
positive and significant effect on employee satisfaction in the Indonesian public sector; 5)
Work discipline has a positive and significant effect on employee performance in the
Indonesian Public Service; 6) Organizational commitment has a negative and significant
effect on employee performance in the Indonesian Public Service; and 7) Job satisfaction has
a positive and significant effect on employee performance in the Indonesian Public Service.
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