Pengaruh Gaya Kepemimpinan dan Budaya Organisasi terhadap Kinerja Karyawan dengan Komitmen Organisasi sebagai Variabel Intervening

Abstract

Whether an organization thrives or falters often hinges on how well its employees perform, yet scholars have not reached full consensus on what actually drives that performance. This study investigates how leadership style and organizational culture shape employee performance at PT. Sensasi Guna Terutama, a barecore (wood-processing) firm located in Temanggung Regency, Central Java, treating organizational commitment as the variable that links the two. Out of 139 permanent staff, a sample of 59 was obtained by applying the Slovin formula together with accidental sampling. A five-point, closed-ended Likert questionnaire supplied the primary data, which were subsequently processed through Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS 4. Findings reveal that organizational culture carries no significant weight in explaining either employee performance (original sample 0.140; t = 0.968, below the 1.96 threshold; p = 0.333, above 0.05) or organizational commitment (original sample -0.003; t = 0.021; p = 0.983). A direct path from leadership style to employee performance likewise proves non-significant (original sample -0.187; t = 0.905; p = 0.366); leadership style does, however, exert a significant positive influence on organizational commitment (original sample 0.659; t = 8.365; p = 0.000). Organizational commitment itself significantly and positively predicts employee performance (original sample 0.615; t = 3.003; p = 0.003). Taken together, these results point to organizational commitment as a full mediator linking leadership style to employee performance, while organizational culture appears largely inconsequential within the tested model.