Organizational Learning Culture Through Job Satisfaction Based on Servant Leadership and Transcendental Leadership

DOI

10.2991/aebmr.k.200520.024How to use a DOI?

Keywords

servant leadership, transcendental leadership, job satisfaction, organizational learning culture

Abstract

This study is an investigation of the mediating role of job satisfaction in the relationship between two leadership styles, servant leadership and transcendental leadership as independent variables, and organizational learning culture as the dependent variable. Hypotheses that were developed based on theories were tested in a quantitative analysis and two hundreds and fifty nurses in sixteen maternity hospitals were the respondents. They gave their choice of answers to the items in the questionnaires, the instruments, which were commonly used for collecting primary data. We used systematically random sampling in obtaining the respondents. The results of the study showed that all indictors of each variables were valid and reliable, and Lisrel 8.80 statistical program then analysed the valid and reliable items and the data. The hypothesized model was also fit, and then the results both supported and refuted the results of previous studies. We clearly found inconsistencies in some relationships. Although servant leadership and transcendental were the same focus on the long-term relationships between leaders and followers, they still influenced job satisfaction partially, not simultaneously.

Copyright

© 2020, the Authors. Published by Atlantis Press.

Open Access

This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).

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TY  - CONF
AU  - Afriyadi Cahyadi
AU  - Agustina Hanafi
AU  - Yuliansyah M. Diah
PY  - 2020
DA  - 2020/05/23
TI  - Organizational Learning Culture Through Job Satisfaction Based on Servant Leadership and Transcendental Leadership
BT  - Proceedings of the 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019)
PB  - Atlantis Press
SP  - 141
EP  - 147
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.200520.024
DO  - 10.2991/aebmr.k.200520.024
ID  - Cahyadi2020
ER  -