<![CDATA[This study aims to analyze the effect of Servant Leadership and Altruistic Leadership on Employee Loyalty with Affective Commitment as a mediating variable. This research employs a quantitative approach using a survey method involving 205 employees with more than one year of tenure, selected through stratified random sampling. Data were collected through structured questionnaires using a five-point Likert scale and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares with SmartPLS 4.0. The results indicate that Servant Leadership and Altruistic Leadership have a positive and significant effect on Employee Loyalty. Both leadership styles also have a positive and significant effect on Affective Commitment. Affective Commitment is proven to have a positive effect on Employee Loyalty and acts as a partial mediator in the relationship between Servant Leadership and Employee Loyalty, as well as between Altruistic Leadership and Employee Loyalty. The R-Square value of 0.642 indicates that the model has moderate to strong explanatory power in explaining variations in Employee Loyalty. Given the results, managers should adopt servant and altruistic leadership approaches to foster employees’ emotional attachment and enhance loyalty. Managers are also advised to develop leadership strategies that emphasize genuine care and service-oriented behavior to sustain long-term employee commitment. This study contributes to the existing literature by integrating Servant Leadership and Altruistic Leadership with Affective Commitment as a mediating variable in explaining Employee Loyalty, providing a more comprehensive understanding of leadership dynamics in organizational behavior.]]>
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