The Effect of Transformational Leadership, Organizational Culture,
and Innovation on Lecturers Performance at Esaunggul University,
2019
Budi Tjahjono
1
, Mukhneri Muhtar
2
, Thamrin Abdullah
3
1
Student State University of Jakarta, RawamangunMuka Street, East Jakarta, Indonesia
2
Lecturers State University of Jakarta, RawamangunMuka Street, East Jakarta
3
Lecturers State University of Jakarta, RawamangunMuka Street, East Jakarta, Indonesia
Keywords: Transformational Leadership, Organizational Culture, Innovation, Performance
Abstract: The Lecturer performance plays a role in creating competent student graduates. The College graduates not
only work in government with satisfactory academic value, but are able to create their own jobs by
mastering the skills of the workforce. Lecturer performance is an activity experienced in achieving goals or
results. Some variables that are expected to influence lecturer performance are transformational leadership,
organizational culture, and innovation. The purpose of the study was to obtain information and find out the
direct effects of transformational leadership, organizational culture, and innovation on the performance of
lecturers. This research isassociative causal using a quantitative approach. The analytical method used was
descriptive and inferential methods. The results show that there is a positive direct effect of transformational
leadership on lecturer performance (β = 0.19); there was a positive direct influence of organizational culture
on lecturer performance (β = 0.41); there was a positive direct effect of innovation on lecturer performance
(β = 0.22); there was a positive direct effect of transformational leadership on innovation (β = 0.28); there
was a direct influence of organizational culture on innovation (β = 0.23). It can be Concluded that lecturer
performance is influenced by transformational leadership,organizational culture and innovation.
1 INTRODUCTION
Technological advancements allow for automation
in almost all fields. New technologies and
approaches that combine physical, digital, and
biological world will fundamentally change patterns
of life and human interaction (Tjandrawinata, 2016).
Industrial era 4.0 as a technological revolution phase
changes the way human activities operate in scale,
scope, and complexity from previous life
experiences. Humans will live in global uncertainty;
therefore, humans must have the ability to predict a
rapidly changing future.
Lecturer performance plays a role in creating
competent student graduates. College graduates with
satisfying academic skills (hard skills)do not only
work in government but can also create their jobs
with the mastery of skills (soft skills) in the
workforce. Lecturer performance is an experienced
activity in achieving goals or results. Several
variables are expected to influence lecturer
performance, namely transformational leadership,
organizational culture, and innovation.
Performance isthe result of a person as a whole
during a certain period in carrying out tasks, such as
standard results of work, target or target criteria that
have been determined in advance and have been
mutually agreed upon(Rivai, 2011). Performanceis
the outcomes, results, criteria and quantities of
products and services; the level of customer
service(Newstrom, 2011). Performance behavior
was the total set of work-related behaviors that
expose the individual to display(Griffin and
Moorhead, 2014).
There are three main types of behavior that shape
performancenamely:Task performance, performing
the duties and responsibilities that contribute to the
production of goods or services to administrative
tasks.This includes most of the tasks in a
conventional job description. Citizenship. Action
that contributes to the psychological environment of
the organization, such as helping others when not
required, supporting organizational objectives,
82
Tjahjono, B., Muhtar, M. and Abdullah, T.
The Effect of Transformational Leadership, Organizational Culture, and Innovation on Lecturers Performance at Esaunggul University, 2019.
DOI: 10.5220/0008994200820090
In Proceedings of the International Conference on Education, Language and Society (ICELS 2019), pages 82-90
ISBN: 978-989-758-405-3
Copyright
c
 2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

treating co-workers with respect, making
constructive suggestions, and saying positive things
about the workplace.Counterproductivity, actions
that actively damage the organization. These
behaviors include stealing, damaging company
property, behaving aggressively toward co-workers,
and avoidable absences.(Robbins and Judge, 2011).
The synthesis of lecturer performance is a
person's activity in achieving individual and
organizational goals measured through the
dimensions of performance, citizenship behavior,
and counterproductive behavior. Performance is
someone's behavior that is directly involved in the
transformation of organizational resources.
Creativity behavior is someone who voluntarily
contributes positively to the organization.(Robbins
and Judge, 2011). Behavior is someone's behavior
that hinders the organization's goals. (Robbins and
Judge, 2011).Leadership as use and activities of
followers toward goal achievement(Colquitt, Le
pine, and Wesson, 2011). The Leadership as
capability of individuals to exercise influenced and
controled over other members to help a group or
organization achieve its goals (George and Jones,
2012). Leadershipis the ability to influence a group
of people in achieving a vision or set of
goals.(Robbins and Judge, 2013). Leaderships as the
processed of influencing others to facilitate the
attainment of organizationally relevant
goals(Ivancevich, Konopaske, and Matteson,
2014).Transformational leadership is a leadership
perspective that explains how leaders change
members and organizations through creating,
communicating and describing the vision of an
organization or work unit and inspiring employees to
achieve that vision (McShane, Olekalns, and
Travaglione, 2013).
The Transformational leadership is the ability to
inspire and motivate employees to achieve results
that are more than planned for the benefit of the
organization. Furthermore, there are 3 (three) factors
that make up transformational leadership, namely:
charisma:leaders can instill values of ability, respect,
and pride and voice vision; Individual attention:
leaders pay attentionto the needs of employees and
explain the benefits of work so that employees
develop individually; Intellectual stimulation:
leaders helped employees think rationally to assess
conditions, and encourage creativity (Gibson,
Donnelly, Ivancevich, Konopaske, 2012)
Transformational leadership play an important
role in increasing organizational commitment and
performance. In particular, transformational
leadership had a direct impact on all dimensions of
commitment and organizational performance.
Transformational leadership had a direct effect on
performance (Al Zefeiti, 2017). The ethical role of
leadership in employee performance was indirectly
significant. Leaders could improve the quality of
work of employees by allowing each staff to discuss
problems, interests, and expectations; actively listen
to staff problems and was attentive and sensitive to
employees; and do not impose a mindset and
paradigm of leadership on staff.(Kelidbari, Fadaei,
and Ebrahimi, 2016).The Transformational
leadership was the ability of someone to inspire and
motivate to achieve results that are more than
planned for the benefit of the organization through
the dimensions of ideal influence or charisma,
inspirational motivation, intellectual stimulation, and
individual consideration.
One of the factors of the organizational work
environment that influences the performance of
lecturers was the organizational culture.
Organizational culture is very influential on the
behavior of members of the organization. Value
systems in organizational culture can be used as a
reference for human behavior in organizations that
are oriented towards achieving goals or set
performance results. The organizational culture is
good, then members of the organization are good
and quality people. Organizational culture is
expected to influence the performance of lecturers
both directly and indirectly.
The Organizational culture is what employees
perceive and how this perception creates a polarity
of beliefs, values, and expectations. So
organizational culture is an employee's perception
that creates a pattern of beliefs, values, and
expectations (Gibson, Donelly, Ivancevich, and
Konopaske, 2012).
The organizational culture was a framework that
guides daily behavior and makes decisions for
employees and directs employee actions to achieve
organizational goals (Rivai, 2013).
The synthesis of organizational culture is the
perception of the values and norms that are
formulated in an organization that is invested by all
employees to achieve organizational goals through
the dimensions of innovation and risk-taking,
attention to detail, results from orientation,
employee orientation, team orientation,
aggressiveness, and stability.The innovativeness is a
symptom that occurs in a society that is undergoing
a process towards a modern direction. The
innovative level is the limit where someone adopts a
new idea faster than other individuals in the social
system. A lecturer is expected to have a spirit of
The Effect of Transformational Leadership, Organizational Culture, and Innovation on Lecturers Performance at Esaunggul University, 2019
83

innovation so that he can develop competencies in
an academic environment. Lecturers can teach new
ideas and the latest information to students."It was
important to innovate and support the innovative
culture. Knowledge too was very significant in the
innovation process since it is also important input,
but also an output of the transformation process."
(Hana, 2013). Innovativenesswas a result,
innovation was a process, and innovation was a
mindset (Kahn, 2018)., Organizational learning
ability and organizational creativity influence
organizational innovation (Sutanto, 2017).
Organizational innovation improved export
performance either directly or indirectly by
maintaining technological innovation (Azaradan
Ciabuschib, 2016)., Innovation management factors
such atransformational leadership, organizational
learning, resource management, and school
innovation could affect school performance
(Sitthisomjin, 2018).
Two leadership styles and innovations had a
positive effect on business performance. Innovation,
transformational and transactional leadership had a
higher effect on business performance. Coordination
and transformational leadership influence employee
performanceYıldız, BaştürkdanBoz (2014).
Innovation is the idea of new ideas someone who
can produce products from the results of experiences
obtained by either individuals or other people about
discoveries through refreshing new information and
ideas, quickly receive refreshments (updates) and
new ideas, follow and accept updating, responding
to updates, and not responding to changes and new
ideas.
Based on the explanations and several
international journals above, the equation of this
research is transformational leadership,
organizational culture, and performance. Not yet
there is research on transformational leadership that
has an indirect effect through innovation on lecturer
performance; the indirect influence of organizational
culture through innovation on lecturer performance,
making a difference with other studies.
Novelty or novelty in this study regarding
transformational leadership that has an indirect
effect through innovation on lecturer performance;
the indirect influence of organizational culture
through innovation on the performance of lecturers.
Researchers are interested in conducting a study
entitled "The Influence of transformational
leadership, organizational culture, and innovation on
the performance of lecturers at EsaUnggul
University, 2019".
2 RESEARCH METHODOLOGY
This study used a causal associative method with a
quantitative approach. It used four instruments, the
first for measuring lecturer performance and has 40
items that were tried out. The try-out result showed
that 34 of the items were valid and 6 invalids. The
reliability coefficient was 0.934. However after the
invalid items were discarded, the reliability
coefficient was 0.941.
The instrument to measure transformational
leadership consists of 40 items that were tried out.
The try-out result showed that 32 of the items were
valid and 8 invalids. The reliability coefficient of the
instrument for measuring transformational
leadership was 0.940. However after the invalid
items were discarded, the reliability coefficient was
0.948.
The third instrument measures organizational
culture and consists of 40 items. After the try-out 33
items were valid and 7 were invalid. The reliability
coefficient was 0.917, However, after the invalid
items were discarded the reliability coefficient was
0.924.
The fourth instrument measures innovativeness
and consists of 40 items. The number of valid items
is 32 and the invalid 8. The reliability coefficient
was 0.938. However, after the invalid items were
discarded the reliability coefficient was 0.949.
This study aimed at obtaining information about
and finding out the direct effect of transformational
leadership on lecturer performance, of
organizational culture on lecturer performance, of
innovativeness on lecturer performance, of
transformational leadership on innovativeness, and
of organizational culture on innovativeness.
This study was done from March to August
2019. The population used in this study consisted of
all lecturer performance in the EsaUnggul
University, West Jakarta. The sample was selected
using probability sampling technique. The sample
consisted of 109lecturerperformance in the
EsaUnggul University, West Jakarta.This number
able to represent the existing population.
The classical assumption testing was done by
using a normality test, linearity test,
heteroscedasticity test, and multicollinearity test.
The data were analyzed with multiple linear
regression analysis, path analysis, and path diagram.
SPSS Version 23.00 was used to process the data in
this study.
ICELS 2019 - International Conference on Education, Language, and Society
84

3 RESULTS AND DISCUSSIONS
The results of classical assumption testing showed
that all groups of data had a normal and linear
distribution and there was no indication of
heteroscedasticity, and there was no case of
multicollinearity in the model.
The estimation of inter-variable relations in the
sub-structure I of the result of data processing using
the computer software SPSS version 23.00 can be
seen in Table 1 below.
Table 1: Correlation coefficient matrix transformational
leadership (X1), organizational culture (X2), and
innovativeness (X3) on lecturer performance(X4).
X
1
X
2
X
3
X
4
X
1
Pearson Correlation
1
.540
**
.401
**
.500
**
Sig. (2-tailed)
.000
.000
.000
N
109
109
109
109
X
2
Pearson Correlation
.540
**
1
.381
**
.599
**
Sig. (2-tailed)
.000
.000
.000
N
109
109
109
109
X
3
Pearson Correlation
.401
**
.381
**
1
.450
**
Sig. (2-tailed)
.000
.000
.000
N
109
109
109
109
X
4
Pearson Correlation
.500
**
.599
**
.450
**
1
Sig. (2-tailed)
.000
.000
.000
N
109
109
109
109
**. Correlation is significant at the 0.01 level (2-tailed).
Table 2: Path coefficient of a substructure-1 model of
transformational leadership (X1), organizational culture
(X2), and innovativeness (X3) on lecturer
performance(X4).
Model
Unstandardize
d Coefficients
Standardize
d
Coefficient
s
t
Sig.
B
Std.
Error
Beta
1
(Constant)
47.635
9.946
4.78
9
.000
Transformation
al leadership
(X
1
)
.152
.072
.190
2.11
5
.037
Organizational
culture (X
2
)
.405
.087
.414
4.66
5
.000
Innovativeness
(X
3
)
.129
.049
.216
2.64
9
.009
a. Dependent Variable: lecturer performance(X
4
)
The result of the path analysis of Sub-Structure 1
(X1, X2, X3 and X4) showed the following values:
a. β41 = 0.190 [t
obs
.= 2.115 and the probability
(sig) = 0.037]
b. β42 = 0.414 [t
obs
. = 4.665 and the probability
(sig) = 0.000]
c. β43 = 0.216 [t
obs
. = 2.649 and the probability
(sig) = 0.009]
The results prove that all of the path coeficients are
significant.
The ANOVA of the sub-structure I model is
presented in Table 3 below.
Tabel 3: ANOVA table for sub-structure 1 model
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
9387.686
3
3129.229
27.507
.000
Residual
11944.754
105
113.760
Total
21332.440
108
a. Dependent Variable: lecturer performance (X4)b. Predictors:
(Constant), innovativeness (X3), organizational culture (X2),
transformational leadership(X1)
The multiple regression analysis (F-test) of the
Sub-Structure I model yielded Fobs. = 27.507
>Fc.v. (3:105) at α = 0.05 of 2.69; thus it could be
continued with an individual test or t-test.
The recap of the result of the computation and
the testing of the path coefficient of the Sub-
Structure I Model is shown in Table 4 below.
Table 4: Recap of the result of computation and testing of
path coefficient of sub-structure I model
Path
Path
Coefficient
t
obs.
t
c.v.
α =0.05
Remarks
β
41
0.190
2.115
1.659
Significant
β
42
0.414
4.665
Significant
β
43
0.216
2.649
Significant
The result of the analysis of the inter-variable
causal relation of Sub-Structure Model 2 as
processed using SPSS version 23.00, is shown as
follows.
Table 5: Coefficient of sub-structure 2 model of
transformational leadership (X1), organizational culture
(X2) on innovativeness(X3).
Model
Unstandardized
Coefficients
Standard
ized
Coeffici
ents
t
Sig.
B
Std.
Error
Beta
1
(Constant)
23.133
19.788
1.169
.245
Transformat
ional
leadership
(X
1
)
.371
.139
.276
2.674
.009
The Effect of Transformational Leadership, Organizational Culture, and Innovation on Lecturers Performance at Esaunggul University, 2019
85

Organizatio
nal culture
(X
2
)
.381
.170
.232
2.243
.027
a. Dependent Variable: innovativeness(X
3
)
The result of Path Analysis of Sub-Structure
Model 2 (X1, X2, and X3) showed the following
values:
1) β31 = 0.276 [t
obs
. = 2.674 and probability
(sig) = 0.009]
2) β32 = 0.232 [t
obs
. = 2.243 and probability
(sig) = 0.027]
The result proves that all path coefficients are
significant.
The result of the F-test of the Sub-Structure 2 in
the form of a table of the ANOVA of
transformational leadership (X1), organizational
culture (X2) on innovativeness (X3) is shown in
Table6 below.
Table 6: ANOVA table for sub-structure 2 model
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
12010.005
2
6005.003
13.166
.000
Residual
48346.729
106
456.101
Total
60356.734
108
a. Dependent Variable: innovativeness(X
3
)
b. Predictors: (Constant), organizational culture (X
2
),
transformational leadership(X
1
)
Based on table 6 above, the F-test of Sub-
Structure 2 yielded F
obs
. = 13.166>Fc.v. (2:106) at α
= 0.05 of 3.08; thus, it could be continued with the t-
test.
The recap of the result of computation and
testing of the path coefficients of Sub-Structure 2 is
shown in Table 7 below.
Table 7: Recap of the result of computation and testing of
path coefficients of sub-structure 2
Based on the result of path coefficients of Sub-
Structure 1 and Sub-Structure 2, the entire inter-
variable causal relations of variables X1, X2 X3, and
X4 can be drawn as follows.
Figure 1: Causal Relation of Variables X
1
, X
2
, X
3
, and X
4
The result of path coefficients of Sub-Structure 1
and Sub-Structure 2 changes into the equation of
structure as follows.
X
4
=β
41
X
1
+β
42
X
2
+β
43
X
3
+β
4
ε
1
and R
2
4321
(1)
X
4
= 0.190X
1
+ 0.599X
2
+ 0.216X
3
+ 0.748ε
1
and R
2
= 0.440
X
3
= β
31
X
1
+ β
32
X
2
+ β
3
ε
2
and R
2
321
(2)
X
3
= 0.276X
1
+ 0.232X
2
+ 0.895ε
2
and R
2
= 0.199
The results of the calculation of transformational
leadership on lecturer performance obtained a path
coefficient score (β) of 0.190; t count is 2.115> t
table (1.659 at α = 0.05). Thus H0 is rejected, the
results of the study prove that transformational
leadership has a positive direct effect on lecturer
performance. That is the higher transformational
leadership, the higher the performance of lecturers at
EsaUnggul University, Jakarta.The research results
say, transformational leadership plays an important
role in increasing organizational commitment and
performance. In particular, transformational
leadership has a direct impact on all dimensions of
commitment and organizational performance.
Transformational leadership has a direct effect
on performance (Al Zefeiti (2017).Putrawan, et al
(2016) said, there is a direct effect of leadership on
trust; there is a direct effect of leadership on
performance; there is a direct effect of trust on
performance; there is an indirect effect of leadership
on performance through trust. Kelidbari, Fadaei, and
Ebrahimi (2016) said, the ethical role of leadership
in employee performance is indirectly significant.
Leaders can improve the quality of work of
employees by allowing each staff to discuss
problems, interests, and expectations; actively listen
to staff problems and are attentive and sensitive to
Path
Path
Coefficient
t
obs.
t
c.v.
α =0.05
Remarks
β
31
0,276
2,674
1.659
Significant
β
32
0,232
2,243
Significant
ICELS 2019 - International Conference on Education, Language, and Society
86

employees; anddo not impose a mindset and
paradigm of leadership on staff.
The results of the calculation of organizational
culture on the performance of lecturers obtained by
the path coefficient score (β) of 0.414; t count is
4,665> t table (1,659 at α = 0,05). So H0 is rejected,
the results of the study prove that organizational
culture has a positive direct effect on the
performance of lecturers. This means that the higher
the organizational culture, the higher the lecturer
performance of EsaUnggul University in
Jakarta.There is a direct and indirect influence
between organizational culture and organizational
performance, which mediates employee
organizational commitment. Where the indirect
impact is far higher than the direct impact.
Organizational culture and organizational
performance have direct influence and indirect if
mediated by employee organizational commitment.
Nikpour (2017). Kampf, et al (2017) said that
organizational culture places emphasis on
employees, customers, and traditions.
Loyalty and teamwork are important tools for
business success. Lecturers who have high
motivation can influence the efficiency of the work
process in the right way and improve
performance.Shahzad, Luqman, Khan, and Shabbir
(2012) claimed that if employees are committed and
have the same norms and values as those of the
organization, it can improve performance to achieve
overall organizational goals. Managers and leaders
must develop a strong culture within the
organization to improve employee and
organizational performance.
The results of calculating innovation on the
performance of lecturers obtained a path coefficient
score (β) of 0.216; t count is 2.649> t table (1.659 at
α = 0.05). Thus, H0 is rejected, the results of the
study prove that innovation has a positive direct
effect on the performance of the lecturer. This means
that the higher the innovation, the higher the
performance of the dossier of EsaUnggul University
in Jakarta.Gunday, Ulusoy, Kilic, and Alpkan (2011)
stated that innovation is an important component of
competitiveness in the organization's structure,
processes, products, and services related to
performance. Innovation has a positive effect on
employee performance. Yıldız, BaştürkdanBoz
(2014) showed that two leadership styles and
innovations have a positive effect on business
performance. Innovation, transformational and
transactional leadership have a higher effect on
business performance. Coordination and
transformational leadership affect employee
performance. Sitthisomjin (2018), that innovation
management factors such as transformational
leadership, organizational learning, resource
management, and innovation schools can affect
school performance. Najafi-Tavani (2018) said that
these findings suggest that the ability of corporate
innovation only if the company manager has
developed the capacity to scan and acquire external
knowledge.
The results of the calculation of transformational
leadership towards innovation obtained a path
coefficient score (β) of 0.276; t count of 2.674> t
table (1.659 at α = 0.05). Thus H0 is rejectedand the
results of the study prove that transformational
leadership has a direct and positive effect on
innovation. This means that the higher the
transformational leadership, the higher the
innovation of lecturers at EsaUnggul University,
Jakarta.
The development of innovation in the field of
technology can be felt by every human being who
directly reacts with real. Benaim (2018) said, that
the internet represents a source of the widespread
innovation in various sectors (from cultural
industries to less expansion of investments such as
finance). Martiskainen (2016), claimed that
community leadership can contribute to the
development of grassroots innovation. Community
leadership has benefits and is embedded in social
networks, with the same vision, and in decision
making.Sitthisomjin (2018), said that innovation
management factors such as transformational
leadership, organizational learning, resource
management, and innovation schools can affect
school performance.Minh (2016) said, "The
technical competence of leaders has an innovative
relationship with work behavior and subordinate
learning."Yıldız, Baştürk dan Boz (2014) show that
two leadership styles and innovations have a positive
effect on business performance. Innovation,
transformational and transactional leadership have a
higher effect on business performance.
The results of the calculation of organizational
culture on innovation obtained the path coefficient
score (β) of 0.232; t count is 2,243> t table (1,659 at
α = 0,05). Thus H0 is rejected, the results of the
study prove that organizational culture has a positive
direct effect on innovation. That is, the higher the
organizational culture, the higher the lecturers'
innovation at EsaUnggul University in Jakarta.This
is following the results of the study by Sitthisomjin
(2018), that innovation management factors such as
transformational leadership, organizational learning,
resource management, and innovation schools can
The Effect of Transformational Leadership, Organizational Culture, and Innovation on Lecturers Performance at Esaunggul University, 2019
87

affect school performance.Najafi-Tavani (2018) said
that a company is able toinnovate only if the
company manager has developed the capacity to
scan and acquire external knowledge.
Idowu (2017) said understanding organizational
culture is increasingly seen as a must for high
performance in organizations. The culture of an
organization can have a significant impact on
organizational success. Cultural organizations exist
and play an important role in shaping lecturer
innovation in organizations. Azara and Ciabuschib
(2016) said that organizational innovation improves
export performance either directly or indirectly by
maintaining technological innovation. Kelidbari,
Fadaei, and Ebrahimi (2016) said the ethical role of
leadership in employee performance is indirectly
significant.
The results of the calculation of transformational
leadership through innovation on lecturer
performance obtained multiplication between
transformational leadership and innovation that is
equal to 0.276, with innovation towards lecturer
performance = 0.216, so that 0.276 x 0.216 = 0.059.
The total effect given by transformational leadership
on the performance of lecturers is a direct effect plus
indirect effects namely: 0.276 + 0.059 = 0.336. The
path between transformational leadership and
innovation and innovation path to lecturer
performance are both significant (0.009 and 0.009)
because <α = 0.05. As for the path coefficients of
other variables outside the model, ε1 is 0.748.
This is by the results of research from Gunday,
Ulusoy, Kilic, and Alpkan (2011), who said that
innovativeness is an important component of
competitiveness in the organization's structure,
processes, products and services related to
performance. Innovation has a positive effect on
employee performance. Innovation, transformational
and transactional leadership have a higher effect on
business performance. Coordination and
transformational leadership affect employee
performance.
Al Zefeiti (2017) says, transformational
leadership plays an important role in increasing
organizational commitment and performance. In
particular, transformational leadership has a direct
impact on all dimensions of commitment and
organizational performance. Transformational
leadership has a direct effect on performance.
The Transformational leader behavior involves
all people by asking followers to overcome the
interests of the team or organization and increasing
employee awareness of the importance and norms of
goalsBaldwin, Bommer, and Rubin (2013).
The results of the calculation of organizational
culture through innovation on the performance of the
lecturers obtained multiplication between
organizational culture and innovation that is equal to
0.232, with innovation on lecturer performance =
0.216, so 0.232 x 0.216 = 0.050. The total influence
given by organizational culture on the performance
of lecturers is a direct effect plus indirect effects:
0.232 + 0.050 = 0.282. The path between
organizational culture and innovation and innovation
path to lecturer performance are both significant
(0.027 and 0.009) because <α = 0.05. As for the path
coefficients of other variables outside the model, ε1
is 0.748.
Research by Waheed, Shah, Memon, Samo,
(2017) underlines that organizational culture has a
significant relationship with business performance in
the banking industry in Pakistan. Idowu (2017) said
that understanding organizational culture is
increasingly seen as a necessity for high
performance requirements in organizations. Culture
of an organization can have a significant impact on
the success of the organization. Cultural
organizations exist and play an important role in
shaping behavior and performance in the
organization.
4 CONCLUSIONS
From the results of hypotheses testing, the following
findings can be be stated:
Transformational leadership has a positive and
significant direct effect on the performance of
lecturers. The increase value of transformational
leadership will result inthe increase of the lecturer
performance at EsaUnggul University, Jakarta.
Organizational culture has a positive and
significant direct effect on the performance of
lecturers. The organizational culture increase will
cause increase lecturers performance at EsaUnggul
University, Jakarta.
Innovativeness has a positive and significant
direct effect on the performance of lecturers.
Increasing the lecturer innovation will increase the
performance of lecturers at EsaUnggul University,
Jakarta.Transformational leadership has a positive
and significant direct effect on innovation.
Increasing value of transformational leadership will
increase the lecturer innovation at EsaUnggul
University, Jakarta.
Organizational culture has a positive and
significant direct effect on innovation. Increasing
organizational culture will cause the lecturer
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innovation increase too at EsaUnggul University,
Jakarta.
Transformational leadership has an indirect
influence on the performance of lecturers through
innovation. The total effect given by
transformational leadership on the performance of
the lecturers is a direct effect plus indirect effects:
0.276 + 0.059 = 0.336. The path between
transformational leadership and innovation and
innovation path to lecturer performance are both
significant (0.009 and 0.009) because <α = 0.05. As
for the path coefficients of other variables outside
the model, ε1 is 0.748.
Organizational culture has an indirect effect on
the performance of lecturers through innovation. The
total influence given by organizational culture on the
performance of lecturers is a direct effect plus
indirect effects namely: 0.232 + 0.050 = 0.282. The
path between organizational culture and innovation
and innovation path to lecturer performance are both
significant (0.027 and 0.009) because <α = 0.05. As
for the path coefficients of other variables outside
the model, ε1 is 0.748.
Based on the findings of the study, it was
concluded that if lecturer performance was to be
improved, factors such as transformational
leadership, organizational culture, and innovation
needed to be improved as well.
The effort to improve the factors that can be
made like what is stated in the following
implications:
1) Policy implication; policies regarding training
activities, workshops, training and seminars on
lecturer performance. Licensing and scholarships
for lecturers who continue their studies.
2) Theoretical implication; dimensions and
indicators have not been found in measuring the
performance of lecturers that affect, such as:
a) Transformational leadership, with dimensions
of ideal influence or charisma, inspirational
motivation (inspirational motivation),
intellectual stimulation, and individualized
consideration.
b) Organizational culture with dimensions of
innovation and risk-taking, attention to detail,
results in orientation, employee orientation,
team orientation, aggressiveness, and
stability.
c) Innovation with indicators interested in
information refreshment, fast receiving
updates, following updates, responding to
updates, and not responding to changes.
3) Research implication; use other variables and
involve more variables using more complex
methods and analysis such as experiments, ex
post facto, Partial Least Square (PLS),
correlational and LISREL.
ACKNOWLEDGEMENTS
I would like to express my gratefulness to Prof. Dr.
Mukhneri Muhtar, M.Pd., Prof. Dr. Thamrin
Abdullah, MM., M.Pd., and Dr. Suryadiwho have
given their full support for this research.
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