Comparative Study Leadership Style and Organizational Culture
with the Performance of Nurse RSAD, RSAL, and RSAU at Jakarta
Khaerul Amri
1
, Muhammad Hadi
2
, Rohadi Haryanto
2
and Nursalam
3
1
Nursing Academy RSP TNI AU Jakarta, Indonesia
2
University of Muhammadiyah Jakarta, Indonesia
3
University of Airlangga, Indonesia
Keywords: Leadership Style, Organizational Culture, Work of Nurse Performance.
Abstract: The key point in improving the quality of health care is the officer who has a high performance. The strong
organizational culture it will create with staff nursing performance in patient ward. The best performance is
reflected through the quality nursing care in hospital. The else organizational culture, which is one factors
that can increase the nurse’s work performance is predicted to be conttributed by leadership style of head
nurse. The purpose of this study is to compare the influence of leadership styles consisting of
authoritarianism, democracy and laissez faireand organizational culture on the performance of implementing
nursesinpatient room at RSAD M Ridwan Meureuksa, RSAL Mintohardjo and RSAU Dr. Esnawan
Antariksa Hospital. The study design was a cross sectional descriptive approach to 186 inpatient nurses with
the method of simple random proportions for each hospital and cluster sampling in each room. The
inclusion criteria for this study were nurses who were inpatients, at least 1 year of work. The instrument
used is a questionnaire compiled based on elements of leadership style, organizational culture, and
performance. The results of validity and reliability test found all statements in the valid questionnaire
(0.411-0.603) and reliable (0.837). In analyzes the research with univariate, bivariate and multivariate,
analysis bivariate using chi square and multivariate using multiple logistic regression. The Results of
univariate analyzes described Authoritarian, Democratic, and Laissez Faire Leadership styles in RSAD,
RSAL, and RSAU are low. The organizational culture in RSAD is balanced between a weak and strong
organizational culture, in RSAL and RSAU it is weak. The performance of the implementing nurses at the
RSAD is balanced between good performance and poor performance, while the performance of the
implementing nurses at RSAL and RSAU is lacking, Age, Gender, Duration of Work, Education Level,
Staffing Status, Authoritarian leadership style, Laissez Faire is a variable that does not have a meaningful
relationship to performance, Whereas the democratic leadership style, and organizational culture are
variables that have a meaningful relationship to performance, Conclusion: The variables that most influence
the work of nurse performance are organizational culture.
1 INTRODUCTION
Nursing has an important role in maintaining the
quality of health services and has a composition of
50% of the workforce structure in the hospital. This
composition makes nurses a profession that has an
important duty to maintain the quality of health
services in hospitals. This is supported by Aditama's
opinion, in a study (Setyawati 2010) which states
that one of the standards for evaluating hospital
services is the involvement of nurses to improve the
quality of health services in hospitals by ensuring
the availability of
quality nursing care. Increasing
the performance of the organization / hospital is very
dependent on the performance of individuals
(nurses). If the individual's performance is good then
it is likely that the organization's performance is also
good, external factors that affect performance such:
facilities, leaders, wages, work schedules,
workloads, areas of practice and supervision, and
social security. Leadership is an important element
in an organization, both business, education,
political, religious and social organizations. Because
in the interaction process to
achieve goals, members
of an organization need someone who can
coordinate, direct, and facilitate these people to
132
Amri, K., Hadi, M., Haryanto, R. and Nursalam, .
Comparative Study Leadership Style and Organizational Culture With the Performance of Nurse RSAD, RSAL, and RSAU at Jakarta.
DOI: 10.5220/0008206001320140
In Proceedings of the 1st International Conference of Indonesian National Nurses Association (ICINNA 2018), pages 132-140
ISBN: 978-989-758-406-0
Copyright
c
 2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

achieve goals, both individual goals and
organizational goals. Without the leadership of an
organization there are only a number of people who
have a machine that is confused (Ricardo, 2017).
Leadership is ability, process, and art. This refers
to an activity or activity that must be done to
influence other people to behave in a certain way.
Art means ways, methods, or strategies to influence
to get participation (Badeni, 2014). Research related
to leadership and organizational culture with the
performance of nurses and midwives at Siti Mariam
Islamic Hospital in Manado City, that there is no
leadership relationship with the performance of
nurses and midwives at Siti Mariam Islamic
Hospital in Manado City and there is a relationship
between organizational culture and nurse and
midwife performance in RS Islam Siti Mariam Kota
Manado (Darampalo, 2015).
Organizational culture and leadership in military
organizations have their own characteristics. Where
these characteristics as well as the identity of the
INDONESIAN NATIONAL ARMY, namely the
sapta clan and the oath of warriors include military
professionalism, defending the truth, honesty and
justice, holding fast to discipline, obedient and
obedient to leadership (loyalty), did not deny orders
and decisions (Mulyatiningsih, 2013).
RSAU dr. Esnawan Antariksa, RS type II,
belongs to the Air Force, with a capacity of 138 beds
with an average BOR of 64%. The number of
implementing nurses is 115 people. RSAU dr.
Esnawan Antariksa has been fully accredited in
2015 (Mulyatiningsih, 2018). The vision of RSAU
dr. Esnawan Antariksa Jakarta is to become a
leading hospital in the field of aviation health, health
services, and the development of aerial health. With
the Motto of Smiles - Greetings – Say hello - Polite -
Touch (Profile of RSAU Dr. Esnawan Antariksa,
2018).
RSAL dr. Mintohardjo is a Level II Education,
the composition of nurses working for RSAL dr.
Mintohardjo's as many as 171 people, Dr. RSAL Dr.
Mintohardjo has a Vision to be a superior Navy
hospital in the western region in Health, subject,
education and research, especially the health of the
sea. With the motto "More Caring and Reliable"
(Profile of RSAL 2018).
RSAD M. Ridwan Meuraksa is a Level II
Hospital within the Kodam Jaya Indonesian National
Army. RSAD M. Ridwan Meuraksa has an inpatient
care room capacity of 9 rooms with 64 nursing staff
with various educational backgrounds, RSAD M.
Ridwan Meuraksa's vision is to become a mainstay
hospital for Indonesian National Army personnel -
the Army and their families in the Kodam Jaya
neighborhood and the community with the motto "e
- spirit" namely Empathy, Solid, Professional,
FAITH, Friendly, Beautiful, Orderly (Profile M.
Ridwan Meureksa Hospital, 2018).
2 METHODS
This study used a descriptive analytical design with
cross sectional cross sectional approach, which was
carried out on a group of nurses working in military
hospitals from 3 (three) Indonesian national army
dimensions / characteristics in Jakarta. The aim was
to obtain the most influential description and factors
regarding the leadership style and organizational
culture on the performance of implementing nurses
in RSAU, RSAL and RSAD hospitals in Jakarta.
Data analysis uses univariate, bivariate and
multivariate analysis. The population in this study
were all inpatient nurses in RSAU, RSAL, and
RSAD. The sample in this study amounted to 186
nurses from 350 nurses from 3 (three) hospitals. The
sampling method uses simple random proportions
for each hospital, while the distribution of samples
for each room uses cluster sampling.
The sample inclusion criteria in this study were:
1) Implementing nurses working in the inpatient
room of RSAU Dr. Esnawan Antariksa, RSAL Dr.
Mintohardjo and RSAD M. Ridwan Meureuksa, 2)
Minimum level of Nursing Diploma III education, 3)
Status as a permanent employee of the Hospital, 4)
Minimum work period of 1 year, 5) Current nurse
nurse serving in inpatient units not nurses on duty in
outpatient care, 6) Implementing nurses who are not
sick, maternity leave or childbirth, continuing
education or attending training, 7) Willing to be a
respondent
3 RESULTS
Based on Table 1, the age of nurses in three
hospitals on average is productive age, in RSAD M.
Ridwan Meureksa is 23 - 53 years, RSAL Dr.
Mintohardjo 21-56 years old, RSAU Dr. Esnawan
Antariksa 20 - 48 years. The average age of nurses
at RSAD M. Ridwan Meureksa is 30.98 to 37.08
years, at RSAL Dr. Mintohardjo 33.98 to 37.23
years, and at RSAU Dr. Esnawan Antariksa 31.62 to
35.04 years.
A. Univariate Analysis
1. Characteristics of Respondents
Comparative Study Leadership Style and Organizational Culture With the Performance of Nurse RSAD, RSAL, and RSAU at Jakarta
133

Table 1: Average Distribution by Age and Length of Work
at RSAD (n = 34), RSAL (n = 91), RSAU (n = 61) in
2018.
Variable
Name
Hospital
Median
Min-
Max
CI
Age
(Years)
RSAD 32.50 23-53 30.98 – 37.08
RSAL 36.00 21-56 33.98
–
37.23
RSAU 34.00 20-48 31.62
–
35.04
Length of
Work
RSAD 9.000 1-32 6.711 – 12.78
RSAL 12.00 1-30 10.45
–
13.71
RSAU 9.000 1-27 8.168 - 11.78
The results of the analysis of the length of work
of the nurse nurses in three hospitals were obtained
at RSAD M. Ridwan Meureksa for 9 years, RSAL
dr. Mintohardjo 12 years, and RSAU dr. Esnawan
Antariksa 9 years. The lowest and longest working
time analysis in each hospital was at RSAD M.
Ridwan Meureksa the lowest length of work was 1
year and the longest was 32 years, at RSAL Dr.
Mintohardjo worked for the lowest 1 year and the
longest was 30 years, and at RSAU, dr. Esnawan
Antariksa has the lowest working period of 1 year
and the longest is 27 years.
Table 2: Distribution of respondents according to Gender,
Education Level, and Staffing Status at RSAD, RSAL, and
RSAU in 2018.
Variable
Name of Hospital
RSAD RSAL RSAU
F % F % F %
Gender
Man
Women
8
26
23.5
76.5
11
80
12.1
87.9
10
51
16.4
83.6
Total 34 100 91 100 61 100
Education Level
Diploma
Ners
27
7
79.4
20.6
85
6
93.4
6.6
55
6
90.2
9.8
Total 34 100 91 100 61 100
Staffing Status
Hono
r
12 35.3 29 31.9 19 31.1
Civil Servant
Military
19
3
55.9
8.8
58
4
63.7
4.4
34
8
55.7
13.1
Total 34 100 91 100 61 100
Table 2 above shows that from the 3 (three)
Hospitals most of the respondents were female, at
the RSUD M. Ridwan Meureuksa (76.5%), RSAL
Dr. Mintohardjo (87.9%), and at RSAU Dr.
Esnawan Antariksa (83.6%), based on the level of
education of most of the respondents from the 3
(three) Hospitals, they were educated Diploma
nursing, at RSUD M. Ridwan Meureuksa (79.4%),
RSAL Dr. Mintohardjo (93.4%), and at RSAU Dr.
Esnawan Antariksa (90.2%), based on employment
status, most of them are civil servants with a
percentage in RSAD M. Ridwan Meureuksa
(55.9%), RSAL Dr. Mintohardjo (63.7%), and at
RSAU Dr. Esnawan Antariksa (55.7%).
2. Leadership Style
Table 3: Frequency Distribution Based on the leadership
style of the inpatient head at RSAD, RSAL, and RSAU
2018.
Variable
Name of Hospital
RSAD RSAL RSAU
F % F % F %
Authoritaria
n
Low
High
21
13
61.8
38.2
46
45
50.5
49.5
31
30
50.8
49.2
Total 34 100 91 100 61 100
Democracy
Low
High
18
16
52.9
47.1
48
43
52.7
47.3
33
28
54.1
45.9
Total 34 100 91 100 61 100
Laissez Faire
Low
High
19
15
55.9
44.1
49
42
53.8
46.2
31
30
50.8
49.2
Total 34 100 91 100 61 100
The results of the analysis in Table 5.3 above
show that the perceptions of implementing nurses
about Authoritarian leadership style in 3 (three)
hospitals were low in RSAD M. Ridwan Meureuksa
(61.8%), RSAL Dr. Mintohardjo (50.5%), RSAU
Dr. Esnawan Antariksa (50.8), as well as the style of
democratic leadership in all hospitals is low, in
RSAD M.Ridwan Meureuksa (52.9%), RSAL Dr.
Mintohardjo (52.7%), RSAU Dr. Esnawan Antariksa
(54,1), and Laissez Faire leadership style in all
hospitals are low with a percentage in RSAD
M.Ridwan Meureuksa (55.9%), RSAL Dr.
Mintohardjo (53.8%), RSAU Dr. Esnawan Antariksa
(50.8%).
3. Organizational Culture
Table 4: Frequency Distribution Based on Organizational
Culture in RSAD, RSAL, and RSAU 2018.
Variable
Name of Hospital
RSAD RSAL RSAU
F % F % F %
Organizational
Culture
Weak
Strong
17
17
50.0
50.0
46
45
50.5
49.5
33
28
54.1
45.9
Total 34 100 91 100 61 100
The results of the analysis in table 4 above show
that nurses who perceive organizational culture at
RSAD M. Ridwan Meureuksa between weak and
strong organizational cultures have the same
ICINNA 2018 - The 1st International Conference of Indonesian National Nurses Association
134

percentage, namely (50.0%), while the
organizational culture at Mintohardjo Hospital is
weak (50.5% ) and RSAU Dr. Esnawan Antariksa
(54.1%) were weak.
4. Nurse's Performance
Table 5: Distribution of Average Performance of
Executing Nurses in the Inpatient Room of RSAD, RSAL,
RSAU 2018.
Variable Name of Hospital
RSAD RSAL RSAU
Performan
ce
F % F % F %
Lesss 17 50.0 47 51.6 32 52.5
Goo
d
17 50.0 44 48.4 29 47.5
Total 34 100 91 100 61 100
Based on table 5 shows that the performance of
each hospital shows in RSAD M. Ridwan
Meureuksa good performance and less the same
percentage (50.0%), the performance of
implementing nurses at RSAL Dr. Mintohardjo
(51.6%) and RSAU Dr. Esnawan Antariksa (52.5%)
is lacking.
B. Bivariate Analysis
1. Relationship between Nurse Characteristics
and Nurse Performance
Table 6: Mann Whitney Results Between Age, length of
working with Nurse Performance in RSAD, RSAL, RSAU
in 2018.
Age length of working
Mann-Whitney U 4294.500 4016.500
Wilcoxon W 8389.500 8672.500
Z -.070 -.829
Asymp. Sig. (2-tailed) .945 .407
Performance N Mean Ran
k
Sum of Ranks
Age
Less 96 93.77 9001.50
Well 90 93.22 8389.50
Total 186
length of
working
Less 96 90.34 8672.50
Well 90 96.87 8718.50
Total 186
Based on the results of the analysis of table 6
above, statistically between age and performance is
p value = 0.945 (at α = 0.05), meaning that there is
no significant relationship between the age of
implementing nurses and the performance of nurses
in all hospitals RSAD M. Ridwan Meureuksa,
RSAL Mintohardjo, and RSAU Dr. Esnawan
Antariksa. Furthermore, in the old variable work
statistically obtained p value = 0.407 (at α = 0.05) or
there was no significant relationship between the
average length of work with the performance of
nurses implementing at M Ridwan Meureuksa
Hospital, RSAL Mintoharjo and RSAU Dr. Esnawan
Antariksa.
Table 7: Relationship between Gender, Education Level,
and Staffing Status with Nurse Performance in RSAD,
RSAL, RSAU.
Independent
Variable
Nursing
Performance
Total
P
Less Goo
d
F % F % F %
Education
Level
Diploma
Ners
87
9
52.1
47,4
80
10
7
.9
2
,6
167
19
100
100
0.882
Total 96 51,6 90
8
,4 186 100
Gender
Man
Women
14
82
48.3
52.2
15
75
1.7
7
.8
29
157
100
100
0.850
Total 96 51.6 90 8.4 186 100
Staffing Status
Honor
Civil Servant
Military
31
60
5
51.7
54.1
33.3
29
51
10
8.3
5
.9
6
.7
60
111
15
100
100
100
0.321
Total 96 51.6 90 8.4 186 100
The results of the analysis in table 7 above show
that the education of Nursing Diploma shows poorly
statistically insignificant performance with p value =
0.882 (at α = 0.05), meaning that there is no
significant relationship between education and the
performance of implementing nurses at RSAD,
RSAL, and RSAU.
Based on the analysis of sex relations with the
performance of nurse nurses shows that female
nurses show poor performance. This difference is
statistically insignificant with p value = 0.850 (at α =
0.05), meaning that there is no significant
relationship between sex and the performance of
implementing nurses in RSAD, RSAL, and RSAU.
Military status nurses perform well. This
difference is not statistically significant with p value
= 0.321 (at α = 0.05), meaning that there is no
significant relationship between the type of
employment status and the performance of nurses in
all hospitals in the RSAD, RSAL, and RSAU.
2. Relationship between Leadership Style and
Nurse's Performance
Comparative Study Leadership Style and Organizational Culture With the Performance of Nurse RSAD, RSAL, and RSAU at Jakarta
135

Table 8: Relationship between Leadership Style and Nurse
Performance in RSAD, RSAL, and RSAU.
Leadership
style
Nurse Performance
Total
P
value
Less Goo
d
F % F % F %
Authoritarian
Low
High
62
34
48.4
58.6
66
24
51.6
41.4
128
58
100
100
0.259
Total 96 51.6 90 48.4 186 100
Democracy
Low
High
60
36
60.0
41.9
40
50
40.0
58.1
100
86
100
100
0.020
Total 96 51,6 90 48,4 186 100
Liassez -Faire
Low
High
65
31
54.6
46.3
54
36
45.4
53.7
119
67
100
100
0.346
Total 96 51.6 90 48.4 186 100
The results of the analysis 8 above can be seen
The results of the statistical test of the relationship
of authoritarian leadership style to nurse
performance obtained p value = 0.259 at (α = 0.05),
meaning there is no significant relationship between
authoritarian leadership style and performance of
nurses at RSAD, RSAL and RSAU.
The results of the statistical test of democratic
leadership style on the performance of nurses
implementing p value = 0.020 at (α = 0.05), meaning
that there is a significant relationship between
Democratic leadership style and the performance of
implementing nurses in RSAD, RSAL, and RSAU.
While the results of analysis of the Fair Fairness
leadership style were obtained by the results of the
statistical test obtained p value = 0.346 at (α = 0.05),
meaning there was no significant relationship
between Laissez Faire leadership style and
performance of nurses at RSAD, RSAL, and RSAU.
3. Relationship of Organizational Culture to the
Performance of Implementing Nurses
Table 9: Relationship between Organizational Culture and
Performance of Implementing Nurses at RSAD, RSAL
Mintohardjo, and RSAU July 2018 (n = 186).
Organizational
Culture
Nurse Performance
Total
p
value
Not
Good
Good
n % n % n %
Low
High
65
31
69,1
33,7
29
61
30,9
66,3
94
92
100
100
0,000
Total 96 51,6 90 48,4 186 100
The results of the analysis of table 9 above,
statistically the relationship of organizational culture
with the performance of implementing nurses is
meaningful with p value 0,000 (at α = 0.05),
meaning there is a significant relationship between
organizational culture and the performance of nurses
at RSAD, RSAL, and RSAU.
C. Multivariate Analysis
1. Factors that Most influenced the Performance
of Nurses at RSAD, RSAL, and RSAU
Table 10: Results of Logistic Regression Analysis.
B S.E. Sig. Exp(B)
Organizational
Culture
1.484 .314 .000 4.410
The results of multivariate analysis show that the
most related variable between leadership style and
organizational culture with performance is
organizational culture with p value (0,000).
4 DISCUSSION
Characteristics of Respondents
1. Age
The average age of implementing nurses in RSAD,
RSAL, and RSAU was 34.57 years, in the
productive age. According to Mulyatiningsih (2013)
productive age reaches its peak at the age of 30-40
years. The results of the study related to the age of
implementing nurses in this study did not show a
significant relationship with the performance of
implementing nurses in RSAD, RSAL and RSAU.
The results of this study support the results of
research conducted by Sari (2009), which states that
age is not significantly related to the performance of
implementing nurses. This happens because there is
no difference between seniors and juniors in
carrying out their duties so that it does not
significantly affect the performance of nurses in the
room, whereas according to Hasibuan in Sari (2009)
age will affect one's physical, mental, work ability
and responsibility. Employees who are older are of
less physical condition, but work hard, have
technical and psychological maturity and great
responsibility.
2. Gender
The results of this study indicate that the proportion
of nurses in RSAD, RSAL and RSAU is female, in
this study female nurses tended to have poor
performance. Statistically there was no significant
relationship between gender and nurse performance
in RSAD, RSAL, and RSAU.
According to Robbins (2006) there is no
significant difference between gender and
ICINNA 2018 - The 1st International Conference of Indonesian National Nurses Association
136

productivity in performance between male and
female sexes. Nursing care provided by
implementing nurses, is a professional service that
uses the capabilities of technical intellectual aspects
and the ability to foster interpersonal relationships
between nurses and patients that are useful in
solving patient problems appropriately so that there
are no sex differences between men and women in
providing care nursing in patients (Wilkinson, in
Sari 2009). Although the results of this study show
no significant relationship with the performance of
nurses, but to improve performance, nursing
managers need to organize a scheduling system
mainly related to the presence of women who are on
maternity and childbirth leave. The distribution of
the proportion of female nurses must be more evenly
distributed.
3. Education Level
The results showed that the education level of the
nursing nurses in RSAD, RSAL, and RSAU was
educated in Diploma III Nursing, in fact the
performance of nurses educated by DIII had poor
performance compared to nurses Ners. Based on
further analysis there was no significant relationship
between education and performance in RSAD,
RSAl, and RSAU.
According to Marquis and Huston (2016)
identification of skills and level of education is
important for completing work. The higher the level
of education is expected the nurse's ability can
increase in providing nursing care that has an impact
on the performance of nurses. Siagian (2009)
reinforces that the higher a person's education, the
greater the desire to utilize his knowledge and skills.
The commitment of the Hospital Management in
RSAD, RSAL and RSAU is needed for the
development of nursing human resources through
continuing education and training, the participation
of nurses in training programs tailored to the needs
of the hospital and the needs of nurses can accelerate
the skills improvement process so that benefits can
be felt.
4. Duration of Work
The results of the study showed that the average
length of work of the nurses was 9 years. based on
the results of follow-up analysis showed that there
was no significant relationship between the length of
work and the performance of nurses in RSAD,
RSAL, and RSAU.
Robbins (2006) in Mulyatinignsih (2013)
explains that old work experience does not
necessarily guarantee good performance, because
even though a nurse has long work experience and
sufficient skills in carrying out their duties, if not
supported by sufficient environment and facilities,
the potential of nurses will not have a positive
impact on his work.
Researchers argue that the length of service of
nurses in the old RSAD, RSAL, and RSAU can
cause them to feel bored with their daily work
routines, because even though the assignment
method that is determined is the method of the team
in its implementation, it is still functional. For this
reason, the team assignment method needs to be
implemented optimally which refers to the ability
and expertise associated with the implementation of
nursing care, so that the nurse is truly responsible for
the patient's care and can optimally provide nursing
care. Thus each implementing nurse is actively
involved based on their respective capacities, so that
work time becomes more effective.
5. Staffing Status
The results of the study showed that the staffing
status of the nursing nurses at the RSAD, RSAL,
and RSAD was civil servants. The results of staffing
status analysis with overall performance of military
nurses have better performance than PNS and Honor
nurses. Based on further analysis there was no
significant relationship between employment status
and the performance of nurses in RSAD, RSAL, and
RSAU
The results of this study are in line with
Saefulloh (2012) research that there is no significant
relationship between employment status and the
performance of implementing nurses. According to
Kalempouw (2016) Factors that influence nurse
performance found by some researchers relate to
external factors such as: work facilities, leadership,
rewards, work schedules, workloads, areas of
practice and supervision, and social security.
In this study, it was suggested to hospitals to
continue to provide the same treatment and not
hesitate if they would recruit nurses with non-PNS
status. For implementing nurses to maintain good
performance.
Relationship between Leadership Style and
Performance of Implementing Nurses
1. Authoritarian
An authoritarian leadership style is where authority
and decisions are held more by the head of the room
and in giving assignments instructively. Based on
the results of the analysis, it was found that most of
the nurses' perceptions of authoritarian leadership
styles in RSAD, RSAL, and RSAU were low, in
accordance with research conducted by Hadi (2003)
Comparative Study Leadership Style and Organizational Culture With the Performance of Nurse RSAD, RSAL, and RSAU at Jakarta
137

that authoritarian leadership styles were commonly
applied in the military environment but the fact was
that they showed military hospitals lower average, it
is possible that there has been a paradigm shift in the
military environment where the field methods of
nursing managers have changed towards democracy.
2. Democracy
Democratic leaders are leaders who delegate their
authority extensively, the actions of decisions are
always negotiated with subordinates, so that leaders
and subordinates work as a team of Rocahyo,
(2013). Based on the results of the analysis, it was
found that most of the nurses' perceptions of the
democratic leadership style in RSAD, RSAL, and
RSAU were low, and the results of further analysis
that nurses who perceived low head democratic
leadership style had poor performance. the
relationship between democratic leadership style and
the performance RSAD, RSAL and RSAU. The
results of this study are in accordance with research
from Cahyo, (2013) that the style of democratic
leadership has the most dominant influence on
employee performance. From this research the
researcher concludes that the leadership of the head
of the room in a good hospital is a leader who can
combine democratic and authoritarian leadership
style where the nurse implementer requires close
supervision by giving instructions in an emergency
situation and really needs to be involved in decision
makers in such situations. discipline and work
motivation of executive nurses.
3. Laissez Faire
Laissez faire leadership style is where the leader
only participates at a minimum, the subordinates
determine their own goals to be achieved and solve
the problem themselves. Rocahyo (2013) Based on
the results of the analysis found that most of the
nurses' perceptions of Laissez faire leadership style
in three hospitals were low. Statistically there was
no correlation between Laissez faire leadership style
and the performance of implementing nurses at
RSAD, RSAL and RSAU.
These results are in accordance with the results
of research conducted by Rohayani (2006) where
there is no significant relationship between Laissez
faire leadership style and the performance of nurse
executors at a significance level of 95% while at the
new 90% confidence level there is a significant
relationship
According to the researchers, it is expected that
the entire head of the room in RSAD, RSAL and
RSAU to implement an effective leadership style in
accordance with the situation and conditions or
situational leadership style does not tend to be
authoritarian, democratic or laissez faire. And can
improve the ability, quality, and competence of the
head of the room in leading an organization is
needed the existence of space in leading an
organization needed training about leadershif. The
existence of role models in one room in applying
situational leadership style.
Relationship between Organizational Culture
and Performance of Implementing Nurses
Based on the results of the analysis of the
relationship between organizational culture and the
performance of the nurse nurses, an analysis of the
relationship between organizational culture and
organizational culture found that there was a
significant relationship between organizational
culture and the performance of nurses in RSAD,
RSAL, and RSAU.
This research is in accordance with the research
conducted by Kalempouw (2016) that there is a
meaningful relationship between organizational
culture and the performance of nurses in TK.III
Hospital Roberth Wolter Monginsidi in Manado.
According to (Atmosuprapto, 2001 in Sari 2009) A
strong culture will have an impact on the image,
pride, productivity and performance of the
organization. For the above conditions need
attention from the management to continue to
maintain, maintain, and improve the organizational
culture that has developed and change the
organizational culture for acceleration that is
adjusted to current consumer demands by paying
attention to the values and principles of Quality,
Efficiency, and Customer oriented in provide
nursing services so that the goals can be achieved in
accordance with the vision and mission of the RSAD
M. Ridwan Meureuksa, RSAL Mintohardjo, and
RSAU dr. Esnawan Antariksa.
The Factors That are Most Related to the
Performance of Implementing Nurses are
Perceived by the Executing Agency
The results of multivariate analysis conducted on
four variables that met the requirements of being
multivariate candidates where p value <0.25
(Authoritarian, Democracy, Laissez faire, and
Organizational Culture) with Dependent variables
(Nurse performance) showed that organizational
culture is the variable most related nurses'
performance perceived by the nurses with OR =
4.410 (95% CI: 2.384-8,159). This shows that a
strong organizational culture has a great chance of
4.4 times to have a good nurse performance.
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138

This is in accordance with the opinion of
Sudaryono (2014) implementing organizational
culture has a very deep meaning, because it will
change attitudes and behavior of human resources to
achieve higher work productivity.
According to (Robbins 2003 in Sari 2009)
Culture is strong if where the core values of the
organization are held intensively and widely shared
by members of the organization to do their jobs
better (Dela Kennedy in Mulyatiningsih 2013)
strong culture is an informal regulatory system that
explains how members organizations must behave at
all times, a strong culture makes members of the
organization feel better about what they do so they
tend to work harder.
Based on the description above, the current
implementation of the work culture of the head of
nurses needs to be improved, given the considerable
impact on improving performance. that the
performance of implementing nurses is influenced
by organizational culture. relating to the results of
this study, it needs the attention of the leadership to
socialize clearly with regard to the vision, mission,
goals of the hospital, guidelines, rules, and matters
relating to the running of the hospital wheel to all
elements of the organization, especially all nurses,
and leaders to become role models for their staff to
achieve the hospital's vision.
5 CONCLUSION
Description of Characteristics of Executing Nurses
at RSAD M. Ridwan Meureuksa, RSAL
Mintohardjo, and RSAU Dr. Esnawan Antariksa the
average age of the nurse is adult, the length of work
for nurses is 10 years, most of them are female, the
level of education is mostly Diploma, and the Status
of Employment is mostly Civil Servant.
Authoritarian Leadership Style, Democracy, and
Laissez Faire at RSAD M. Ridwan Meureuksa,
RSAL Mintohardjo, and RSAU Dr. Esnawan Space
is low.
The organizational culture at M. Ridwan
Meureuksa Hospital is balanced between nurses who
perceive a weak and strong organizational culture,
while at RSAL Mintohardjo, and RSAU Dr.
Esnawan Space is weak.
The performance picture of M Ridwan
Meureuksa RSAD executive nurses is balanced
between good performance and poor performance,
while the performance of implementing nurses at
RSAL Mintohardjo, and RSAU Dr. Esnawan Space
is lacking
Characteristics of implementing nurses,
Authoritarian leadership style, Laissez Faire
leadership style is a variable that does not have a
significant relationship to performance in 3 (three)
Indonesian National Army Hospitals.
The style of leadership in Democracy, and
Organizational Culture is a variable that has a
meaningful relationship to the performance of nurses
implementing at 3 (three) Indonesian National Army
Hospital.
Organizational culture is the variable that most
relates to the performance of nurses in 3 (three)
Indonesian National Army hospitals.
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