PERSEPSI POLITIK ORGANISASI: HUBUNGAN KEPEMIMPINAN PATERNALISTIK, KOMITMEN AFEKTIF DAN KEPUASAN KERJA
Abstract
This research was conducted at the Pekanbaru City Revenue Agency with the aim of examining the role of political perception in mediating the relationship of paternalistic leadership to affective commitment and job satisfaction. The population of this study were all employees of the Pekanbaru City Regional Revenue Agency, which amounted to 160 people. The sampling method used in this study is the saturated sample method, where the entire population is sampled. Analysis of the research data using descriptive statistics and verification analysis, as an analytical tool used Structural Equational Model which is processed with SmartPLS2 Software. The results of the analysis prove that at the Pekanbaru City Regional Revenue Agency, paternalistic leadership has a significant positive relationship with affective commitmentReferences
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[2] Bakoti´c, Danica dan Ivana Bulog. 2021. Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia. Sustainability 2021, 13, 10569.https://doi.org/10.3390/su131910569
[3] Chen, et al., 2018. Collective Efcacy: Linking Paternalistic Leadership to Organizational Commitment. Journal of Business Ethics
[4] Chen, Y., Zhou, X., & Klyver, K. (2019). Collective efficacy: Linking paternalistic leadership to organizational commitment. Journal of Business Ethics, 159(2), 587–603.
[5] Chou, W., Sibley, C. G., Liu, J. H., Lin, T., da Cheng, B. 2015. Paternalistic leadership profiles: A person-centered approach. Group & Organization Management, 40, 685-710.
[6] Dordevic B. (2004). Employee Commitment in Times of Radical Organizational Changes. Economics and Organization, 2, 2, 111-117.
[7] Farh, J.-L., Cheng, B., Chou, L.-F., Wu, T.-Y., & Huang, M. (2004). Paternalistic leadership and subordinate responses : Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89–117.
[8] Farh, J.-L., Cheng, B., Chou, L.-F., Wu, T.-Y., & Huang, M. (2004). Paternalistic leadership and subordinate responses : Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89–117.
[9] Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474–487.
[10] Khuwaja, et al., 2020. Leadership and employee attitudes: The mediating role of perception of organizational politics. Cogent Business & Management. Vol. 7. Hal. 1-21.
[11] Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566–593. doi:10.1177/0149206308316063
[12] Ünler, Ela dan Bülent Kılıç. 2019. Paternalistic Leadership and Employee Organizational Attitudes: The Role of Positive/Negative Affectivity. SAGE
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2022-12-04
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