This study
aims to analyze The Role of Intrinsic Motivation in Mediating the Effect of
Situational Leadership Style on Employee Performance at PT. Artha Alam Lestari.
This study used primary data by distributing 100 questionnaires as respondents.
Data were analyzed using Structural Equation Modeling analysis using AMOS 22
program. The results of the study showed that Situasional Leadership Style
variable positive effected directly on Employee Performance, where Situasional
Leadership Style that is applied will be able to improve Employee Performance.
In addition, the Situational Leadership Style also positive effected indirectly
on Employee Performance, which requires Intrinsic Motivation as an intervening
variable to improve Employee Performance.
Keywords:
Intrinsic
Motivation, Situasional Leadership Style, Employee Performance
INTRODUCTION
Current economic conditions characterized by global competition have an
impact on the continuity of a company. Companies must be able to maintain the
continuity of their business and be able to win competition from other
companies. The existence of increasingly tight and competent competition
between companies requires management to plan and control company activities
effectively and efficiently to achieve the company goals it wants to achieve.
The goals of companies vary, but one goal that always exists in companies is to
make a profit.
Types of work within PT. Artha Alam Lestari is a project or work
package in auctions that is required to have quality employees with a high
level of employee cooperation to win the auction from competitors or similar
companies. Decreased employee performance will make it difficult for the
company to obtain projects in the auction. Meanwhile, increasing employee
performance will make it easier for companies to obtain projects in auctions.
This is in line with the view of (Mangkunegara, 2012) where performance
is the result of work in quality and quantity achieved by an employee in
carrying out his duties in accordance with the responsibilities expected and
given to him. A person who has a good level of performance can be seen from his
ability to carry out the tasks that are his responsibility so as to produce
good work or results. Employee performance is declared good and successful if
the desired company goals or targets can be achieved well.
From the phenomenon of employee performance data, it can be seen that
employee performance at PT. Artha Alam Lestari is not yet optimal and there is
a decreasing percentage of employee performance reports from 2016 to 2018 with
data obtained in May 2019 having 132 employees. Apart from other factors, this
is also one of the factors causing the decline in the number of PT projects.
Artha Alam Lestari from 2016 to 2018.
In achieving improving the performance of PT employees. Artha Alam
Lestari needs supporting factors, one of which is leadership style. The
application of an appropriate leadership style is thought to be able to improve
the declining performance of PT employees. Artha Alam Lestari. Everywhere
companies need leaders who can influence their employees by adapting to conditions
and situations and are flexible in adapting to the maturity of their
subordinates and work activities. This is in accordance with the conditions and
situations of every company which requires its leaders to be accommodating and
aspirational towards employees. The characteristics of situational leadership
are the accuracy of a leader's style in influencing employees to improve
employee performance.
Previous research conducted by (Wijaya, et al., 2018) suggested that
situational leadership style influences employee performance. This view is in
line with (Walsa & Ratnasari, 2016) concluding that situational leadership
style influences employee performance. However, there is other research that
does not support this, namely the results of research (Rinaldi, 2016)
concluding that situational leadership style has no effect on employee
performance.
From the results of previous research, there is still controversy
regarding the results of the influence of situational leadership style on
employee performance. One of the things that must be the company's main concern
is to apply an appropriate leadership style in work activities that can
intrinsically motivate or mobilize employees who are directed or focused on
improving employee performance, so that the desires of the employees and the
company's goals are simultaneously achieved, and vice versa in In forming this
intrinsic motivation, the role of a leader who has good motivating abilities is
also needed. In this case, it is thought that it will make employee performance
more optimal.
RESEARCH METHOD
This research uses quantitative research methods. The data collection
technique in this research is the type of data used in this research is primary
data, namely data obtained from respondents through a questionnaire (list of
statements). This type of data is obtained directly from individuals who are
research subjects where the data is generated from the results of
questionnaires distributed and weighted using a Likert Scale. In this study,
the object of research is employee performance at PT. Artha Alam Lestari,
abbreviated as PT. AAL. The population that will be used in this research is
employees of PT. There are 132 Artha Alam Lestari who have worked for more than
one year. In determining the data to be studied, the sampling technique used is
non-probability sampling, namely a sampling technique that does not provide
equal opportunities or opportunities for each element or member of the
population to be selected as a sample (Sugiyono, 2016). The research sample
size from this population can be used by the Slovin formula (Ferdinan, 2014) so
that the minimum sample size is 100 respondents. The data that has been
collected is then analyzed statistically using the AMOS program.
Outlier Test
Table 1. Outliner Test
|
Observation number |
Mahalanobis
d-squared |
p1 |
p2 |
|
33 |
29.465 |
0.014 |
0.756 |
|
40 |
25.572 |
0.043 |
0.931 |
|
97 |
25.502 |
0.044 |
0.816 |
|
55 |
25.316 |
0.046 |
0.678 |
|
77 |
25.192 |
0.047 |
0.517 |
|
46 |
25.133 |
0.048 |
0.351 |
|
3 |
24.499 |
0.057 |
0.346 |
|
4 |
24.44 |
0.058 |
0.224 |
|
98 |
22.173 |
0.103 |
0.717 |
|
61 |
22.129 |
0.104 |
0.606 |
Of the one hundred (100) sample data used in
the study, the top 6 (six) observations of the p1 value are smaller than 0.05,
but the p2 values are all greater than 0.05, thus it can be concluded that the
research data used are free from data outliers.
Measurement Model Test
Figure 1. Measurement Model Test
To test the validity of SEM, it is known
through the "Estimate" value. What is matched is the variable value
against the indicator Ghozali (2013) explains that the indicator of the
variable is called valid if the "Estimate" value is> 0.05. Based
on this information, it can be interpreted that all indicators are valid.
Structural Equation Testing
Figure 2. Structural Equation Testing
The figure above shows that the planned model
is marginally less fit, because after testing the fit, the CMIN / DF, GFI,
AGFI, RMSEA, TLI and CFI values are good enough. Therefore, this model can be
continued at the hypothesis testing stage (Sarwono, 2017).
Table 2. Structural Equation Testing Results
|
|
|
|
Estimate |
S.E. |
C.R. |
P |
Label |
|
Intrinsic
motivation |
<--- |
Situational
leadership style |
.865 |
.136 |
6.345 |
*** |
par_14 |
|
Employee
Performance |
<--- |
Situational leadership style |
.525 |
.191 |
2.742 |
.006 |
par_13 |
|
Employee
Performance |
<--- |
Intrinsic motivation |
.554 |
.159 |
3.482 |
*** |
par_15 |
Source: Primary Data Processing Results
Table 3. Hypothesis Testing Results
|
Influence |
t count |
Sig |
Conclusion |
||
|
Situational
leadership style |
à |
Employee
Performance |
2.742 |
.006 |
Significant |
Source: Primary Data Processing Results
Based on the table above, the following
conclusions are obtained:
The t value of situational leadership style on
employee performance is 2.742 and the Sig value. 0.006, because the Sig value
is smaller than α (0.05), it means that the situational leadership style has a
positive and significant effect on employee performance.
Mediation or Intervening Testing
The procedure for testing the hypothesis Y1 as
a mediating or intervening variable for the relationship between X1 and Y2 is
in 2 steps. These mediation tests include the following:
Figure 2. Direct Model Mediation Test
Table 4. Direct Model Mediation Test Results
|
|
Estimate |
S.E. |
C.R. |
P |
Label |
||
|
Employee performance |
<--- |
Situational leadership style |
0.683 |
0.171 |
5.928 |
*** |
par_1 |
Source: Primary Data Processing Results
Estimate numbers in table 4 for standardized
regression weight values. Then the researcher continued by estimating the Full
Model
Figure 3. Full Model Mediation Test
Table 5. Full Model Mediation Test Results
|
|
|
|
Estimate |
S.E. |
C.R. |
P |
Label |
|
Intrinsic
motivation |
<--- |
Situational
leadership style |
.865 |
.136 |
6.345 |
*** |
par_14 |
|
Employee
performance |
<--- |
Situational leadership style |
.525 |
.191 |
2.742 |
.006 |
par_13 |
|
Employee
performance |
<--- |
Intrinsic motivation |
.554 |
.159 |
3.482 |
*** |
par_15 |
Source: Primary Data Processing Results
Table 6. Direct Model and Full Model Test Results
|
Testing |
Relationship |
Path Coefficient |
P |
|
Direct Model |
X1 - Y2 (b1) |
0,683 |
Significant |
|
Full Model |
X1 - Y2 (b1') |
0,525 |
Significant |
Source: Primary Data Processing Results
Based on the table above, b1 has a value of
0.683. After testing the full model, b1' value decreases to 0.525, so it can be
concluded that intrinsic motivation is an intervening variable but functions
partially.
Direct and Indirect Effects
Table 7. Direct and Indirect Effects
|
Influence |
Path coefficient |
Direct
influence |
Indirect
influence |
Total |
|||
|
Situational leadership style |
à |
Employee Performance |
0,525 |
0.359 |
0.328 |
0.687 |
|
|
Intrinsic motivation |
à |
Employee Performance |
0.554 |
0.446 |
- |
0.446 |
|
Source: Primary Data Processing Results
Based on the table above, it can be concluded
as follows:
1. The total effect of situational leadership
style on employee performance is 0.359, meaning that the situational leadership
style has a direct effect on employee performance.
2. The total effect of intrinsic motivation on
employee performance is 0.446, meaning that intrinsic motivation has a direct
effect on employee performance.
3. The total effect of situational leadership
style on employee performance through intrinsic motivation is 0.687, meaning
that the situational leadership style partially affects employee performance
through intrinsic motivation.
Discussion
Situational Leadership Style Has a Direct Positive Influence on
Employee Performance
The research results show that the situational leadership style
influences employee performance directly, which means that the better the
situational leadership style provided, the more performance the employees have.
This research is in line with research by Mulyadi and Syafitri (2015)
concluding that situational leadership style directly has a significant and
positive effect on employee performance. This is also supported by research
from Azzuhri and Huda (2016) which concluded that situational leadership style
influences employee performance. From the results of this research, PT. Artha
Alam Lestari must be able to maintain and optimize the situational leadership
style that has been implemented, because it can improve employee performance.
Situational Leadership Style has a Positive Influence on Employee
Performance through Intrinsic Motivation
Based on the results of data analysis, it was found that situational
leadership style had a positive effect on employee performance through
intrinsic motivation. If the level of intrinsic motivation increases, this
means that the relationship between leaders and employees is also getting
stronger and the situational leadership style applied influences employee
performance at PT. Artha Alam Lestari. The research is in line with research
conducted by Kusuma and Al Musadieq (2017) which states that situational
leadership style has a positive and significant effect on employee performance
through intrinsic motivation. This is also supported by research from (Dermawan,
et al., 2016) which concluded that situational leadership style influences
employee performance through intrinsic work motivation. From the results of
this research, the leaders of PT. Artha Alam Lestari must be able to maintain
and optimize a situational leadership style that can influence employee
performance to increase by intrinsically motivating employee work.
CONCLUSION
Based on the results of data analysis regarding the role of intrinsic
motivation in mediating the influence of situational leadership style on
employee performance at PT. Artha Alam Lestari, namely the situational
leadership style has a direct positive effect on employee performance, which
means that the better the situational leadership style provided, the better the
performance of employees at PT. Artha Alam Lestari. The main thing that PTs
need to improve. Artha Alam Lestari is the ability to generate a spirit of
teamwork, enthusiasm in working, and a high optimistic attitude in solving
problems in the workplace. Apart from that, there is also a need to increase
the need to pay special attention to the needs of each subordinate to meet the
needs of employees in achieving better performance and the need to grow, which
is done by becoming a coach and mentor to their subordinates directly. Another
thing that needs to be improved is the ability to take risks, act consistently
when completing tasks and responsibilities and be able to be relied on to do
the right thing and demonstrate standards of behavior based on high ethics and
morality. In addition, situational leadership style has a positive effect on
employee performance through intrinsic motivation. This means that if the level
of intrinsic motivation increases, then this can strengthen the relationship
between leaders and employees, with this relationship being able to improve
employee performance at PT. Artha Alam Lestari. We would like to express our
sincere appreciation to all those who have contributed to this research. Thank
you to the Faculty of Economics and Business, National University, Jakarta and
the Faculty of Business, Economics and Social Development, Universiti Malaysia
Terengganu for access to the necessary facilities and materials. Not to forget,
thank you to all respondents and participants who participated in this
research. Your dedication and contribution means a lot to the smooth running of
this research. Thank you for all the support you have provided.
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