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p-Index From 2021 - 2026
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All Journal International Journal of Advanced Multidisciplinary
Arna Suryani
Universitas Batanghari, Jambi, Indonesia
Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Education Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Social Sciences

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The Effect of Leadership Styles and Organisational Culture on Organisational Commitment and Their Impact on The Performance of Staff at The Secretariat ff The Regional People’s Representative Council of Muaro Jambi Regency Sudirman Sudirman; Arna Suryani; Asikin Asikin; Muhammad Syukri; Ahmadi Ahmadi
International Journal of Advanced Multidisciplinary Vol. 5 No. 2 (2026): International Journal of Advanced Multidisciplinary (July - September 2026)
Publisher : Green Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/ijam.v5i2.2257

Abstract

Employee performance is a crucial factor in the success of public sector organizations. Although various studies have shown that leadership style and organizational culture influence employee performance, previous research findings have been inconsistent, particularly regarding the direct influence of leadership style on performance and the role of organizational commitment as a mediating variable. This study aims to analyze the influence of leadership style and organizational culture on employee performance through organizational commitment at the Muaro Jambi Regency DPRD Secretariat. The study employed a quantitative approach with a survey method through questionnaires distributed to employees. Data were analyzed using PLS-SEM to test the direct and indirect relationships between variables. The results showed that leadership style and organizational culture had a positive and significant effect on organizational commitment. Organizational culture and organizational commitment also had a positive and significant effect on employee performance. Conversely, leadership style did not have a significant direct effect on employee performance. However, organizational commitment was shown to mediate the influence of leadership style and organizational culture on employee performance. These findings indicate that improving employee performance is more effectively achieved through strengthening organizational culture and organizational commitment than through direct leadership style. The novelty of this research lies in the empirical evidence that organizational commitment acts as a mediating mechanism that explains why leadership style does not have a direct effect on employee performance in public sector organizations, especially in the Muaro Jambi Regency DPRD Secretariat.
The Influence of Burnout and Job Stress Through Job Satisfaction on Employee Engagement at PT. Kiki Ratu Intan Express Jambi Vincent Nathaniel Thalib; Arna Suryani; Sudirman Sudirman
International Journal of Advanced Multidisciplinary Vol. 5 No. 2 (2026): International Journal of Advanced Multidisciplinary (July - September 2026)
Publisher : Green Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/ijam.v5i2.2262

Abstract

This research is motivated by the declining number of employees at PT. Kiki Ratu Intan Express Jambi, which indicates low employee engagement, allegedly caused by burnout, job stress, and job satisfaction. The research gap in this study lies in the inconsistency of previous findings regarding the effect of burnout on job satisfaction, as well as the mediating role of job satisfaction in the relationship between burnout and job stress on employee engagement. This study aims to examine the effect of burnout and job stress on employee engagement, with job satisfaction as a mediating variable. The research method employs a quantitative approach with a saturated sample of 70 employees. Data analysis was conducted using SmartPLS. The results show that job stress and burnout significantly affect employee engagement, while job satisfaction mediates the effect of job stress on employee engagement but does not mediate the effect of burnout. The novelty of this research lies in the finding that burnout affects employee engagement directly without passing through job satisfaction, in contrast to job stress, whose effect is mediated by job satisfaction. The research model explains 79.4% of the variance in employee engagement. This study recommends stress management and burnout prevention as strategies to improve employee engagement.
Co-Authors Ahmadi Ahmadi Asikin Asikin Muhammad Syukri Sudirman Sudirman Vincent Nathaniel Thalib