The Influence of Leadership Style, Organizational Culture, and Job Satisfaction on Employee Performance in the Indonesian National Police Training Institute

Abstract

This research aims to evaluate and demonstrate through empirical evidence that leadership style has an impact on organizational culture, employee performance, job satisfaction, and employee satisfaction. Additionally, this study will investigate whether organizational culture has an impact on employee performance, job satisfaction, and employee satisfaction. Furthermore, the study will examine whether leadership style has an impact on employee performance through employee satisfaction and whether organizational culture has an impact on employee performance via employee satisfaction. The research will also explore the influence of employee satisfaction on employee performance moderated by organizational innovation and the impact of leadership style on employee performance mediated by organizational culture. This study aims to address the research gap in understanding the relationship between leadership style, organizational culture, employee performance, job satisfaction, and employee satisfaction, with the mediation of job satisfaction and moderation of organizational innovation. The findings of this research are expected to contribute to the knowledge of human capital theory and management, particularly at the Indonesian National Police Training Institute (Lemdiklat Polri), benefiting both academics and practitioners. This research will use a quantitative, deductive approach to collect and analyze data.  The three locations of Lemdiklat Polri in West Java, Central Java, and East Java make up the research population. Using predetermined criteria, a total of 312 employees were selected from this population, and a sample size of 176 employees was determined using the cluster sampling technique and Slovin's formula. The data collected was analyzed using descriptive analysis to describe the variables, and Partial Least Squares (SmartPLS) was used to test the relationships between the constructs in the complex structural model. The study found that leadership style has no significant impact on employee performance, while organizational culture and job satisfaction were found to have a significant influence on employee performance. Job satisfaction successfully mediated the influence of both leadership style and organizational culture on employee performance. Furthermore, organizational culture served as a mediator in the relationship between leadership style and employee performance, but organizational innovation did not moderate the relationship between job satisfaction and employee performance. This study provides a foundation for further research and management practices in police organizations and offers insights for policymakers and stakeholders in developing strategies to improve police performance.