Effect Of Work Motivation, Leadership Style, Communication And Organizational Culture On Managerial Performance With Employee Job Satisfaction As Intervening Variables (Case Study At Islamic University Of North Sumatra)

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Effect of Work Motivation, Leadership Style, Communication, and Organizational Culture on Managerial Performance with Employee Job Satisfaction as Intervening Variables (Case Study at Islamic University of North Sumatra)

Introduction

Managerial performance is a crucial factor in determining the success of an organization. It is not just about having the right amount of capital or finances, but also about how well human resources are managed. The Islamic University of North Sumatra (UISU) is one of the institutions that strive to achieve excellence in its managerial performance. However, the question remains: what factors contribute to the success of managerial performance at UISU? This study aims to examine the effect of work motivation, leadership style, communication, and organizational culture on managerial performance at UISU, with employee job satisfaction as an intervening variable.

Literature Review

Research has shown that work motivation, leadership style, communication, and organizational culture are essential factors in determining managerial performance. Work motivation is a key driver of employee performance, and it is influenced by factors such as achievement, influence, control, dependence, expansion, and affiliation (Amabile, 1993). Leadership style, on the other hand, refers to the way leaders interact with their subordinates, and it can be categorized into participatory, caregiver, authoritarian, bureaucracy, and task-oriented (House & Aditya, 1997). Effective communication is also crucial in improving managerial performance, as it enables leaders to convey their expectations and goals to their subordinates (Gudykunst & Ting-Toomey, 1988). Organizational culture, which refers to the values and norms that govern an organization, also plays a significant role in determining managerial performance (Schein, 1985).

Methodology

This study uses an associative approach with primary data collected through a questionnaire. The research sample included the entire population of 66 leaders and 80 employees at UISU. Hypothesis testing was carried out with a significance level of 5% using path analysis, F test, and t test.

Results

The results of this study showed that simultaneously, work motivation, leadership style, communication, and organizational culture do not significantly affect managerial performance. However, partially, administrative communication and distance from management have a significant influence on managerial performance. This suggests that effective communication, especially communication from leaders to subordinates, as well as good relationships between leaders and subordinates, is very important in improving managerial performance.

Discussion

The findings of this study have some important implications. First, there needs to be an effort to improve effective communication in organizations, both vertically and horizontally. Second, building a harmonious relationship between leaders and subordinates can increase trust and cooperation, so that it has a positive impact on managerial performance. Third, there needs to be special attention to other factors such as work motivation, leadership style, and organizational culture to maximize managerial performance at UISU.

Conclusion

In conclusion, this study has provided valuable insights into the factors that influence managerial performance at UISU. The findings suggest that effective communication and good relationships between leaders and subordinates are crucial in improving managerial performance. By understanding the factors that influence managerial performance, UISU can develop more effective strategies in improving organizational performance, so as to achieve established goals and vision.

Recommendations

Based on the findings of this study, the following recommendations are made:

  1. Improve effective communication: UISU should make an effort to improve effective communication in organizations, both vertically and horizontally.
  2. Build harmonious relationships: UISU should focus on building harmonious relationships between leaders and subordinates to increase trust and cooperation.
  3. Pay attention to other factors: UISU should pay special attention to other factors such as work motivation, leadership style, and organizational culture to maximize managerial performance.

Limitations

This study has some limitations. First, the sample size was relatively small, which may limit the generalizability of the findings. Second, the study only examined the effect of work motivation, leadership style, communication, and organizational culture on managerial performance, without considering other factors that may influence managerial performance.

Future Research Directions

Future research should aim to examine the effect of other factors on managerial performance, such as employee engagement, job satisfaction, and organizational commitment. Additionally, future research should aim to develop more effective strategies in improving organizational performance, so as to achieve established goals and vision.

References

Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation. Human Motivation and Social Change, 18(3), 164-184.

Gudykunst, W. B., & Ting-Toomey, S. (1988). Culture and interpersonal communication. Sage Publications.

House, R. J., & Aditya, R. N. (1997). The social science theory of leadership: Toward a convergence of theories. Journal of Management, 23(3), 321-346.

Schein, E. H. (1985). Organizational culture and leadership. Jossey-Bass.
Q&A: Effect of Work Motivation, Leadership Style, Communication, and Organizational Culture on Managerial Performance

Introduction

In our previous article, we discussed the effect of work motivation, leadership style, communication, and organizational culture on managerial performance at the Islamic University of North Sumatra (UISU). In this article, we will answer some of the frequently asked questions (FAQs) related to this topic.

Q1: What is the definition of managerial performance?

A1: Managerial performance refers to the ability of a manager to achieve their goals and objectives, and to make decisions that benefit the organization.

Q2: What are the key factors that influence managerial performance?

A2: The key factors that influence managerial performance include work motivation, leadership style, communication, and organizational culture.

Q3: How does work motivation affect managerial performance?

A3: Work motivation is a key driver of employee performance, and it is influenced by factors such as achievement, influence, control, dependence, expansion, and affiliation. When employees are motivated, they are more likely to perform well and achieve their goals.

Q4: What is the role of leadership style in managerial performance?

A4: Leadership style refers to the way leaders interact with their subordinates, and it can be categorized into participatory, caregiver, authoritarian, bureaucracy, and task-oriented. Effective leadership style can motivate employees and improve their performance.

Q5: How does communication affect managerial performance?

A5: Communication is crucial in improving managerial performance, as it enables leaders to convey their expectations and goals to their subordinates. Effective communication can also help to build trust and cooperation between leaders and subordinates.

Q6: What is the role of organizational culture in managerial performance?

A6: Organizational culture refers to the values and norms that govern an organization, and it plays a significant role in determining managerial performance. A positive organizational culture can motivate employees and improve their performance.

Q7: What are the implications of this study for UISU?

A7: The findings of this study have some important implications for UISU. First, there needs to be an effort to improve effective communication in organizations, both vertically and horizontally. Second, building a harmonious relationship between leaders and subordinates can increase trust and cooperation, so that it has a positive impact on managerial performance. Third, there needs to be special attention to other factors such as work motivation, leadership style, and organizational culture to maximize managerial performance at UISU.

Q8: What are the limitations of this study?

A8: This study has some limitations. First, the sample size was relatively small, which may limit the generalizability of the findings. Second, the study only examined the effect of work motivation, leadership style, communication, and organizational culture on managerial performance, without considering other factors that may influence managerial performance.

Q9: What are the future research directions?

A9: Future research should aim to examine the effect of other factors on managerial performance, such as employee engagement, job satisfaction, and organizational commitment. Additionally, future research should aim to develop more effective strategies in improving organizational performance, so as to achieve established goals and vision.

Q10: What are the practical implications of this study?

A10: The practical implications of this study are that UISU should make an effort to improve effective communication in organizations, both vertically and horizontally. Additionally, UISU should focus on building harmonious relationships between leaders and subordinates to increase trust and cooperation, and to improve managerial performance.

Conclusion

In conclusion, this Q&A article has provided some insights into the effect of work motivation, leadership style, communication, and organizational culture on managerial performance at UISU. The findings of this study have some important implications for UISU, and future research should aim to examine the effect of other factors on managerial performance.