The Effect Of Leadership Style And Organizational Culture On The Loyalty Of The Working Of The Employees Of The PTPN III Kebun Muda (Case Study On Field Employees)

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The Effect of Leadership Style and Organizational Culture on the Loyalty of the Working of the Employees of the PTPN III Kebun Muda (Case Study on Field Employees)

Introduction

Employee loyalty is a crucial element in the performance appraisal of employees, encompassing loyalty to work, position, and organization. In the context of PTPN III Kebun Muda, a number of violations of organizational regulations and culture carried out by employees indicate a low level of employee loyalty to their work. This study aims to analyze the influence of leadership style and organizational culture on the work loyalty of field employees in PTPN III Kebun Muda.

Research Purposes

The primary objective of this study is to examine the impact of leadership style and organizational culture on the work loyalty of field employees in PTPN III Kebun Muda. This study will test the effect of these two variables both separately and simultaneously on employee work loyalty. The research approach employed is quantitative research with an association approach.

Research Methodology

The population in this study consisted of 544 field employees at PTPN III Kebun Muda. A purposive sampling method was used, employing the Slovin formula to obtain 85 respondents. Data collection techniques involved direct questionnaires for primary data, as well as books, journals, and theses for relevant secondary data. The analysis methods used included validity tests, reliability tests, classical assumption tests, multiple linear regression analysis, and hypothesis tests.

Research Findings

The results of this study revealed that the leadership style had a significant influence on work loyalty. Furthermore, organizational culture was also proven to have a positive impact on work loyalty. The leadership style and organizational culture simultaneously affected work loyalty, with the coefficient of determination in this study showing that the two variables can explain the work loyalty variable of 66.5%. The remaining 33.5% was influenced by other variables not explained in this study.

Additional Analysis

From this finding, it can be concluded that both good leadership styles and positive organizational culture are essential in building employee loyalty. Effective leadership, which involves open communication and an inclusive approach, can increase employee confidence in leaders and organizations. On the other hand, a strong organizational culture that encourages positive values ​​and good behavior can create a conducive work environment to increase loyalty.

The Importance of Leadership Style and Organizational Culture

The importance of developing human resources through leadership training and instilling organizational cultural values ​​must be the main focus for management. By creating an atmosphere that supports and motivates, it is hoped that employees will feel more bound and responsible for their work, so that it will have an impact on increasing company productivity and performance as a whole.

Conclusion

This research can be a reference for companies in formulating strategies to increase employee work loyalty, as well as showing the importance of synergy between leadership styles and organizational culture in achieving company goals. The findings of this study highlight the significance of leadership style and organizational culture in building employee loyalty, and provide insights for management to develop effective strategies to increase employee loyalty and productivity.

Recommendations

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

  • Management should prioritize developing human resources through leadership training and instilling organizational cultural values.
  • Effective leadership styles and positive organizational culture should be promoted to increase employee loyalty and productivity.
  • Companies should create an atmosphere that supports and motivates employees to feel more bound and responsible for their work.
  • Management should formulate strategies to increase employee work loyalty, taking into account the synergy between leadership styles and organizational culture.

Limitations of the Study

This study has several limitations, including:

  • The study was conducted in a single company, PTPN III Kebun Muda, which may limit the generalizability of the findings.
  • The study used a quantitative research approach, which may not capture the complexities of the research phenomenon.
  • The study relied on self-reported data from employees, which may be subject to biases and limitations.

Future Research Directions

Future research should aim to:

  • Investigate the impact of leadership style and organizational culture on employee loyalty in different industries and contexts.
  • Examine the mediating and moderating effects of other variables on the relationship between leadership style, organizational culture, and employee loyalty.
  • Develop and test interventions to improve leadership style and organizational culture, and their impact on employee loyalty and productivity.

References

  • [1] [Author's Name]. (Year). Title of the thesis. University Name.
  • [2] [Author's Name]. (Year). Title of the article. Journal Name, Volume(Issue), pp. Page Numbers.
  • [3] [Author's Name]. (Year). Title of the book. Publisher Name.

Appendices

  • Appendix A: Questionnaire used in the study
  • Appendix B: Data analysis procedures
  • Appendix C: Results of the data analysis

Tables and Figures

  • Table 1: Demographic characteristics of the respondents
  • Table 2: Results of the multiple linear regression analysis
  • Figure 1: Conceptual framework of the study
  • Figure 2: Path diagram of the study

Conclusion

In conclusion, this study highlights the significance of leadership style and organizational culture in building employee loyalty. The findings of this study provide insights for management to develop effective strategies to increase employee loyalty and productivity. The study also has several limitations, including the use of a single company and a quantitative research approach. Future research should aim to investigate the impact of leadership style and organizational culture on employee loyalty in different industries and contexts.
Frequently Asked Questions (FAQs) on The Effect of Leadership Style and Organizational Culture on the Loyalty of the Working of the Employees of the PTPN III Kebun Muda (Case Study on Field Employees)

Q: What is the main objective of this study?

A: The primary objective of this study is to examine the impact of leadership style and organizational culture on the work loyalty of field employees in PTPN III Kebun Muda.

Q: What research approach was employed in this study?

A: The research approach employed in this study is quantitative research with an association approach.

Q: What was the population of this study?

A: The population in this study consisted of 544 field employees at PTPN III Kebun Muda.

Q: What sampling method was used in this study?

A: A purposive sampling method was used, employing the Slovin formula to obtain 85 respondents.

Q: What data collection techniques were used in this study?

A: Direct questionnaires for primary data, as well as books, journals, and theses for relevant secondary data were used.

Q: What analysis methods were used in this study?

A: Validity tests, reliability tests, classical assumption tests, multiple linear regression analysis, and hypothesis tests were used.

Q: What were the findings of this study?

A: The results of this study revealed that the leadership style had a significant influence on work loyalty. Furthermore, organizational culture was also proven to have a positive impact on work loyalty. The leadership style and organizational culture simultaneously affected work loyalty, with the coefficient of determination in this study showing that the two variables can explain the work loyalty variable of 66.5%.

Q: What are the implications of this study?

A: The findings of this study highlight the significance of leadership style and organizational culture in building employee loyalty. Effective leadership, which involves open communication and an inclusive approach, can increase employee confidence in leaders and organizations. On the other hand, a strong organizational culture that encourages positive values ​​and good behavior can create a conducive work environment to increase loyalty.

Q: What are the recommendations of this study?

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

  • Management should prioritize developing human resources through leadership training and instilling organizational cultural values.
  • Effective leadership styles and positive organizational culture should be promoted to increase employee loyalty and productivity.
  • Companies should create an atmosphere that supports and motivates employees to feel more bound and responsible for their work.
  • Management should formulate strategies to increase employee work loyalty, taking into account the synergy between leadership styles and organizational culture.

Q: What are the limitations of this study?

A: This study has several limitations, including:

  • The study was conducted in a single company, PTPN III Kebun Muda, which may limit the generalizability of the findings.
  • The study used a quantitative research approach, which may not capture the complexities of the research phenomenon.
  • The study relied on self-reported data from employees, which may be subject to biases and limitations.

Q: What are the future research directions?

A: Future research should aim to:

  • Investigate the impact of leadership style and organizational culture on employee loyalty in different industries and contexts.
  • Examine the mediating and moderating effects of other variables on the relationship between leadership style, organizational culture, and employee loyalty.
  • Develop and test interventions to improve leadership style and organizational culture, and their impact on employee loyalty and productivity.

Q: What are the references used in this study?

A: The references used in this study include:

  • [1] [Author's Name]. (Year). Title of the thesis. University Name.
  • [2] [Author's Name]. (Year). Title of the article. Journal Name, Volume(Issue), pp. Page Numbers.
  • [3] [Author's Name]. (Year). Title of the book. Publisher Name.

Q: What are the appendices used in this study?

A: The appendices used in this study include:

  • Appendix A: Questionnaire used in the study
  • Appendix B: Data analysis procedures
  • Appendix C: Results of the data analysis

Q: What are the tables and figures used in this study?

A: The tables and figures used in this study include:

  • Table 1: Demographic characteristics of the respondents
  • Table 2: Results of the multiple linear regression analysis
  • Figure 1: Conceptual framework of the study
  • Figure 2: Path diagram of the study