Effect Of Leadership Style On The Behavior Employees With The Organization A Political Variable As Mediation (Studies On The Banks BRI In Madiun)
Abstract
The aim this study is to analyze the effect of leadership style (transformational and transactional) on employee behavior (in-role and extra-role), which mediated a political organization. The sample is 120 employees of Bank BRI in Madiun, a random sampling technique based on stem number of employees. Data analysis using SEM with LISREL program. The results of this study indicate that 1) Transformational leadership style has positive influence on behavior in the role of employees, 2) Transformational leadership style has no effect on extra-role behavior (Organizational citizenship behavior, OCB), 3) Transactional leadership style did not affect employees' behavior in role , 4) Transactional leadership style has positive influence on OCB behaviors (extra-role) of employees, 5) Transformational leadership style has positive influence on employees 'political organization, 6) Transactional leadership style has positive influence on employees' political organization, 7) Political organization negatively affect the behavior in the role of employees, 8) Political organization negatively affect the behavior of OCB (extra-role) of employees, 9) Political organization to mediate the influence of transformational leadership behaviors in the role of employees, 10 Political organizations mediate the influence of transformational leadership on OCB behavior (extra-role) employees, 11) Political organization to mediate the effect of transactional leadership role behavior in employees, and 12) Political organization to mediate the influence of transformational leadership on OCB behaviors (extra-role) of employees at Bank BRI in Madiun.
Keywords: Transformational leadership style, Transactional Leadership Style, Political Organization, in-role behavior, extra-role behavior, and OCB
Downloads
References
Arikunto, Suharsimi., (2006), Prosedur Pene-litian, Rineka Cipta, Jakarta.
Baasir, F., (2004), Ganjalan dan Prospek Ekonomi Mikro 2005, Artikel.http://www. sinarharapan.co.id/berita/0401/06/opi01.html
Robbin, S. P. (2008), Organizational Beha-vior, Concepts, Controversies, Application. New Jersey: Prentice–Hall International Inc.
Parry, K.W. (2003), “Leadership, culture and performance: the case of the New Zealand public sectorâ€, Journal of Change Manage-ment, Vol. 4, 376-99.
Suranta, S. (2002), Dampak Motivasi Karya-wan Pada Hubungan Antara Gaya Kepe-mimpinan dengan Kinerja Karyawan Peru-sahaan Bisnis. Jurnal Empirika.. Vol. 15 (2), 116-138
Ulrich, D., (1997), HR Champions: The Next Agenda for Adding Value &elivering Results, Harvard Business School Press, Boston
Vigoda, E. (2002), Stress-related aftermaths to workplace politics: therelationships among politics, job distress, and aggressive beha-vior in organizations. Journal of Organi-zational Behavior, Vol. 23, 571–591.
Wang, H., Law, K.S., Hackett, R.D., Wang, D. and Chen, Z.X. (2005), “Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behaviorâ€, Academy of Mana-gement Journal, Vol. 48, pp. 420-32.
The author who will publish the manuscript at DiE: Jurnal Ilmu Ekonomi dan Manajemen, agree to the following terms:
1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution ShareAlike License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories, pre-prints sites or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater dissemination of published work
