The Effect of Organizational Culture, Transformational Leadership,

Vertical Communication toward Lecturers’ Organizational

Commitment at Serambi Mekah University of Banda Aceh

Sariakin,

Biner Ambarita, Abdul Muin Sibuea

State University of Medan, Jl. Willem Iskandar Psr. V Medan, Indonesia

Keywords: Organizational Culture, Transformational Leadership, Vertical Communication, Organizational

Commitment

Abstract: This study aims to find out and examine the influence of organizational culture, transformational leadership,

and vertical communication on the lectures’ organizational commitment in Teacher Training and Education

Faculty, Mekah University Banda Aceh that consist of to 110 lecturers. The samples are 60 lecturers. The

data are collected using a questionnaire filled out by respondents, and then the data are processed using

regression analysis. The results show that: independent variable partially has a significant effect on the

dependent variable, it is known that the organizational culture variable is 6.903> t table is 2,000. Ho is

rejected and H1 is accepted, so it can be stated partially that organizational culture has a significant effect on

organizational commitment; whereas for transformational leadership variables the value of tcount is 5.406>

t table is 2,000. Ho is rejected, so it can be stated partially that transformational leadership has a significant

effect on organizational commitment; and vertical communication variable tcount is 2.668> t table is 2,000.

Ho is rejected, so it can be stated partially that vertical communication has a significant effect on

organizational commitment. Simultaneous contribution of variable organizational culture, transformational

leadership, and vertical communication to organizational commitment is obtained by the value of Fcount =

81.403, and Ftable = 2.77. Because Fcount > Ftable means that Ho is rejected and Ha is accepted, so it can

be concluded that there is a significant effect simultaneously between X1, X2, and X3 towards Y.

1 INTRODUCTION

Qualified lecturers have a high commitment to the

university so that it can develop various plans more

steadily and sustainably. However, it seems that

most universities in Indonesia have not seen the

importance of the role of lecturers' commitment to

improve the quality and development of universities.

On the other hand, mostly universities are unable to

take decisive action against lecturers who are not too

much involved in activities on campus, including in

education and teaching activities. In fact, it is

something important to take seriously.

High organizational commitment is important so that

lecturers are passionate in building scientific insights

and competencies in students. However, the problem

that arises is how far the organization's commitment

to education level, gender, age, years of service, and

employment status is at Serambi Mekah University,

Banda Aceh. As an organization, university is living

organisms that consist of academic activities that

interact with each other. Traditionally, university is

defined as the self governing corporation of

scholars. It means that it is a community of self-

regulating educated people. The university is one of

the most dominant social organizations in the world

because it has an important role in preparing

someone to occupy positions and join certain

professions, transmit culture to the next generation,

give criticism to the community, and produce and

apply science.

Based on the results of interview with the dean

of teacher training and education faculty Serambi

Mekah University, Abu Bakar, on April 22, 2018,

the quality of the achievement of the objectives of

each study program is low, which leads to the low

quality of education. Factors causing low quality of

education, especially in Banda Aceh, are

management problems that are closely related to

improve the quality of education. In general, the

education management in Banda Aceh, especially at

644

Sariakin, ., Ambarita, B. and Sibuea, A.

The Effect of Organizational Culture, Transformational Leadership, Vertical Communication toward Lecturers’ Organizational Commitment at Serambi Mekah University of Banda Aceh.

DOI: 10.5220/0009037606440650

In Proceedings of the International Conference on Education, Language and Society (ICELS 2019), pages 644-650

ISBN: 978-989-758-405-3

Serambi Mekah University, has not been able to

explore the full potential to work together in

supporting the process of optimal learning activities.

To highlight the quality of higher education in Aceh

Province, the Coordinator of Kopertis Region XIII

calls on conducting research with competing sources

of grant funds. He appeals an effort to improve

education to conduct research that focuses on

mapping education staff.

Based on the results of preliminary observations

carried out, there are still indications of the

ineffectiveness of the existing work in higher

education institutions in Aceh, especially in at

Serambi Mekah University such as: the number of

lecturers for several work units is very small and this

is not in accordance with the volume of activities in

the work unit that causes overloading of lecturers'

conditions and the expected targets cannot be

achieved, the condition of employees who are

stressed because they have to complete deadline

work, work that emphasizes the final results so that

group dynamics through communication and

coordination are very few that cause interpersonal

relationships to be low, lack of rest time because it is

used to complete work, the conflict among of the

lecturers in the organization is due to each of them

pursues the target of completing the work, lack of

trust between lecturers in the organization.

Colquitt, Lepine, and Wesson (2009: 8) it is

found that empirically several variables that

influence organizational commitment and job

performance, they are: (1) job satisfaction; (2) stress;

(3) motivation; (4) trust, justice and ethics; and (5)

learning and decision making. While the variables

that go through the five variables above affect

organizational commitment are (1) organizational

culture; (2) organizational structure; (3) leadership

style and behavior; (4) leadership power and

influence; (5) process; (6) characteristics; (7)

cultural values and personality; and (8) ability.

Newstrom's organizational behavior system

(2000: 26), motivational variables directly influence

(1) performance, (2) job satisfaction, and (3)

personal growth and development. While variables

(1) leadership, (2) communication, and (3) group

dynamics, through variables (1) quality of work and

(2) motivation, affecting variables (1) performance,

(2) job satisfaction, and (3) personal growth and

development, as output variables. While

organizational culture variables directly influence

variables (1) leadership, (2) communication, and (3)

group dynamics; and then through variables (1)

quality of work atmosphere and (2) motivation,

influencing variable (1) performance, (2) job

satisfaction, and (3) personal growth and

development as output variables. While philosophy,

values, vision, mission, organizational goals,

informal organizations, formal organizations, and

social environments directly affect organizational

culture.

Based on the description above, this study is

conducted on the influence of organizational culture,

transformational leadership, and vertical

communication on organizational commitment in

Serambi Mekkah University, Banda Aceh.

Therefore, it is necessary to identify the factors that

influence the organizational commitment at the

university, in order to find a model that effectively

enhances the organizational commitment.

2 LITERATURE REVIEW

2.1 Organizational Commitment

Organizational commitment is a condition in which

a person sits with a particular organization and its

goals and desires to maintain membership in the

organization. It is classified as a person's attitude,

which means at the extent to which someone relates

himself to a particular organization and its goals and

hopes to maintain membership in the organization.

Robbin and Judge (2007) state that organizational

commitment is a situation where an employee

accord with the organizational goal to maintain

membership in the organization.

Mathis and Jackson (2006) organizational

commitment is the level up to where employees are

confident and accept organizational goals, and

willing to live with the organization. According to

Kreitner and Kinicki (2007) that organizational

commitment is a reflection where an employee

recognizes the organization and is bound to goals

this is an important work attitude because people

have a commitment that is expected to be able to

show its availability to work harder to achieve

organizational goals and have a greater desire to

continue working in a company. It is a situation

where an employee sits with a certain organization

and its objectives and intends to maintain its

membership in the organization.

Sopiah (2008) states that organizational

commitment is a psychological bond on employees

that is characterized by the existence of trust and

strong acceptance of organizational goals and

values, the willingness to strive for achieving

organizational interests and the desire to maintain

position as members of the organization.

The Effect of Organizational Culture, Transformational Leadership, Vertical Communication toward Lecturers’ Organizational Commitment

at Serambi Mekah University of Banda Aceh

645

Based on the description related to the

explanation of various experts, organizational

commitment is continuous involvement and

cohesiveness and control, being positive and

decisive in behaving, having accountability and

being consistent in carrying out their decisions and

always proactive towards their duties and work for

leaders of the organization. The indicators are:

Feelings proud to have been part of the organization,

strong desire to remain as a member of the

organization, obedience to organizational policy

even without a boss, willing to sacrifice personal

goals or interests to achieve organizational goals,

desire to strive and enthusiasm in work, trust in

strong acceptance of values and goals organization.

2.2 Vertical Communication

Communication in Organizations is a process of

delivering information, ideas, among members of

the organization reciprocally in order to achieve the

stated goals. According to Eugene (1995: 224),

communication is a process in organizing to

maintain that management and employees remain

aware of various relevant matters. Haryani (2001:5)

communication is a process by which someone

(communicator) sends stimuli (usually with verbal

symbols) to change behavior from other people

(communicants). The principle of two-way

communication and reciprocity (paradigmatic) is the

process of delivering a message from a person or

group (communicator) to tell orchange attitudes,

opinions, behavior to individuals or groups

(communicants), both directly and indirectly,

through mass media as a tool to achieve the target in

the two-way communication process.

Muhammad (2007: 5) states that communication

is the exchange of verbal and non verbal messages

between the sender and the recipient of the message

to change behavior. According to Robbins (2007),

there are 4 functions of communication, as follows:

1) Control behavior of members in several ways, so

that instructions are adhered to by subordinates. 2)

Motivation, fostering motivation by explaining to

employees what to do, how well they work, and

what must be done to improve performance. 3)

Means of expressing emotions (satisfaction,

frustration, etc). 4) providing information that makes

decision making easier.

Based on the explanation above, the vertical

communication indicators in this study are: Positive

attitude that refers to at least two aspects of

interpersonal communication. It builds up if people

have a positive attitude towards themselves. Positive

feelings for communication situations are generally

very important for effective interaction, equality

with indicators. Keep respecting themselves and

others, so that satisfying interactions are achieved.

2.3 Transformational leadership

Transformational leadership is the last approach that

is warmly discussed during the last two decades.

Yukl (2010) describes that leaders will change and

motivate followers with a tendency to do ways such

as: (1) make followers more aware of the importance

of task results from work done, (2) educating

participants to prioritize the interests of the team or

organization rather than individual interests, (3)

activating higher followers' needs. Transformational

leaderships increase motivation and performance of

followers compared to transactional leadership,

which emphasizes reciprocal exchange processes

with an emphasis on individual interests. Therefore,

transformational leaderships have behaviors

including: having an ideal influence, paying

attention to individual considerations, providing

inspirational motivation, and making intellectual

stimulation.

Antonakis et al. (2003) define transformational

leadership as a behavior that is proactive, increases

attention to shared interests to followers, and helps

followers achieve goals at the highest level. In

transformational leadership, leaders change the

beliefs, values, and behavior of followers so that

they are consistent with the vision of the

organization. Khuntia and Suar (2004) assert that

leaders who apply transformational leadership have

an influence on followers by involving followers

participating in goal setting, problem solving,

decision making, and providing feedback through

training, direction, consultation, guidance, and

monitoring of tasks that given.

Transformational leaders make followers become

more aware of the interests and values of work and

persuade followers not to prioritize self-interest for

the organization. After paying attention to the

description and explanation of transformational

leadership, the characters that can be used as

indicators in transformational leadership are as

follows: leadership function; have integrity (the

leader has the desire to build mutual trust by setting

an example and showing high consistency between

words and deeds); have self-confidence (followers

see their leaders do not hesitate in acting, leaders

need to show their confidence to convince their

followers about the truth of the goals and decisions);

being a good role model (as a leader must be

ICELS 2019 - International Conference on Education, Language, and Society

646

characterized so that it can be used as a role model

by the leader).

2.4 Organizational culture

Organizational culture is a norm, values,

assumptions, beliefs, philosophy, organizational

habits, and so on (the contents of organizational

culture) that are developed for a long time by

founders, leaders, and members of organizations that

are socialized and taught to new members and

applied in activities organization so it influences the

mindset, attitudes, and behavior of organizational

members in producing products, serving consumers,

and achieving organizational goals. Robbin and

Judge (2007) also explain that organizational culture

concerns how members see the organization, not

whether members of the organization like it or not,

because members absorb organizational culture

based on what they see or hear in the organization.

Members of the organization tend to perceive the

same about the culture in the organization even

though they come from different backgrounds or

work at different levels of expertise within the

organization. According to Sutrisno (2009),

organizational culture is a pattern of shared

assumptions learned by a group in solving problems

through external adaptation and internal integration.

Internal integration includes vision, mission,

technology, and organizational structure. In this

case, the lecturers develop a collective identity and

know how to work together effectively. This is a

culture that guides daily work relationships and

determines how employees are encouraged to work

in a structured way in terms of delivering

information from subordinates to superiors and vice

versa.

Based on the explanation of attitude theory and

organizational culture, a basic understanding of

organizational culture can be drawn as a positive

infection or negative affection towards

organizational culture (in the form of shared values,

beliefs and habits in organizations that interact with

formal structures to produce norms). Organizational

culture variables are used to be carried out in this

study then several indicators, namely: establishing

cooperation, process oriented, employee oriented,

open system, tolerance to conflict, and

communication patterns.

3 RESEARCH METHODS

This research is conducted in the University of

Serambi Mekkah in Banda Aceh at the Teacher

Training and Education Faculty. The population in

this study is the permanent lecturer which amounts

to 110 lecturers, while a sample consisted of 60

lecturers.

3.1 Data analysis technique

Analysis of the data used in this study includes

descriptive analysis, analysis requirements test, and

hypothesis testing. In accordance with the research

instruments used to capture data are questionnaires

of each variable. To identify the tendency of each

research variable the average ideal score and

standard deviation are used and ideal for each

variable by referring to the normal curve.

3.2 Test the Research Hypothesis

This research is carried out to examine events that

have occurred and then trace back to find out the

factors that cause the occurrence of an event. To test

the hypothesis used regression analysis with the help

of SPSS for Windows version 25.0 computer

program. In hypothesis testing, a significance level

of α of 0.05 is used.

4 RESEARCH RESULTS

Based on the hypothesis tested, data analysis

requirements need to be carried out. Requirements

for the data needed to test hypotheses are data that

are normally distributed and linear so that the results

of research can be accounted for if the sample is

taken randomly. Research problems are formulated.

Computational regression coefficients and their

summaries are summarized. Multiple linear

regression equations are shown in the following

figure.

Table 1: Regression Coefficients

Coefficients

Model

Unstandardized

Coefficients

Standa

rdized

Coeffi

cients

Sig.

Std.

Error

Beta

(Co

nsta

34,6

9,469

-3,661

0,001

The Effect of Organizational Culture, Transformational Leadership, Vertical Communication toward Lecturers’ Organizational Commitment

at Serambi Mekah University of Banda Aceh

647

nt)

0,54

0,080

0,484

6,903

0,000

0,47

0,088

0,412

5,406

0,000

0,21

0,081

0,185

2,668

0,010

a. Dependent Variable: Y

Explanations:

X1 = Organizational Culture

X2 = Transformational Leadership

X3 = Vertical Communication

Y = Organizational Commitment

The output of the regression analysis above, the

constant value (a) is obtained at -34,664, the

regression slope value (a

) is obtained by 0.549 with

the value of nig. 0,000, the regression slope value

) is 0.476 with the value of nig. 0,000, and the

regression slope value (a

) is obtained 0.217 with the

value of nig. 0.010. Thus the regression equation can

be written as follows:

Y = a + a

+ a

Y = -34,664 + 0,549X

+ 0,476X

+ 0,217X

The results of testing the hypothesis as presented

in Table 1, to find out whether in the independent

variable regression model (free) partially has a

significant effect on the dependent variable (bound),

it can be seen by comparing with the nig values

found in table 1 above or t table by making a

decision: If t-table > tcount then Ho is accepted, if t

table < t count then Ho is rejected. Based on Table 1

above, it can be seen that the tcount of the

organizational culture variable is 6.903 > t table,

namely 2,000. Ho is rejected and H1 is accepted, it

can be stated partially that organizational culture has

a significant effect on organizational commitment.

Whereas for transformational leadership

variables, the decision making method is as follows:

If t table > t count then Ho is accepted, if t table < t

count then Ho is rejected. Based on Table 1 above, it

can be seen that the tcount of transformational

leadership variables is 5.406 > t table, namely 2,000.

Ho is rejected, so it can be stated partially that

transformational leadership has a significant effect

on organizational commitment.

Furthermore, for vertical communication

variables, the way of decision making is as follows:

If t table > t count then Ho is accepted, if t table < t

count then Ho is rejected. Based on Table 1 above, it

can be seen that the tcount of the vertical

communication variable is 2.668 > t , which is

2,000. Ho is rejected, so it can be stated partially that

vertical communication has a significant effect on

organizational commitment.

The regression equation needs to be tested

significantly by looking at the F value and the sig

value. Simultaneous hypothesis testing is needed to

find out whether the regression model is correct or

incorrect. Hypothesis testing uses the number F,

which is obtained from the following ANOVAs

table:

Table 2. F-Test Results

ANOVA

Model

Sum of

Squares

Mean

Square

Sig.

Regressi

7634,233

2544,7

81,4

,000

Residual

1750,617

31,261

Total

9384,850

a. Dependent Variable: Y

b. Predictors: (Constant), X3, X1, X2

Hypothesis testing is done by comparing the

magnitude of the F number of research with F table,

with the following criteria:

If F count > F table, then Ho is rejected and Ha is

accepted

If F count < F table, then Ho is accepted and Ha is

rejected

Based on table 2 above, the research obtained

from the calculation results is 81.403, while the

number F table is calculated with provisions, namely

the significance level of 95% and alpha 5% and

degrees of freedom with the provisions n - 3 - 1 = 56

this is obtained by lifting F table = 2.77. Thus the

value of F count = 81.403, and F table = 2.77 is

obtained. Because F count > F table means that Ho

is rejected and Ha is accepted, so it can be concluded

that there is a significant effect simultaneously

between X

, X

, and X

towards Y.

Determinants are used to find out how much the

independent variable is able to explain the influence

of independent variables as seen in the following

table.

Table 3. F-Test Results

Model Summary

Model

Square

Adjusted

R Square

Std. Error of

the Estimate

,902

0,813

0,803

5,591

a. Predictors: (Constant), X3, X1, X2

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From the table above, it can be seen the number

of R

is 0.813. It means the variables X

, and X

explain the effect on variable Y of 81.3% (R

100%; 0.813 x 100% = 81.3%) while the remaining

8.7% (100% - R

) is explained by other variables

outside the research model.

5 DISCUSSION

To find out whether in the independent variable

regression model partially has a significant effect on

the dependent variable, it can be seen by comparing

with the nig value by making a decision: If t table > t

count then Ho is accepted, if t table < t count then

Ho rejected. Based on Table 1 above, it can be seen

that the t count of the organizational culture variable

is 6.903 > t table 2,000. Ho is rejected and H1 is

accepted, it can be stated partially that

organizational culture has a significant effect on

organizational commitment.

A strong culture must be balanced with the

ability to adapt to the outside environment. An

organization is an open system that can influence,

but can also be influenced by the environment which

is a dynamic system. To be successful in an ever-

changing environment, organizations must be

responsive to the possibilities that are likely to

occur, be able to read important trends, and be able

to make adjustments quickly. At present, there is a

tendency towards globalization, the business world

is experiencing increasingly strong competition and

the source of organizational strength will be more

focused on human resources and information

technology. The culture of the Serambi Mekah

University organization in Banda Aceh is built by

collaborative, process-oriented, employeeoriented,

open systems, tolerance to conflict, and

communication patterns. It will be able to increase

the commitment of the lecturers in Banda Aceh. The

findings of this study support the theory proposed by

Baron and Greenberg (2000: 173) which is used as

the basis for submitting theoretical models of

research variables; organizational culture influences

commitment.

Whereas for transformational leadership

variables, the decision making method is as follows:

If t table > t count then Ho is accepted, if t table < t

count then Ho is rejected. Based on Table 1 above, it

can be seen that the t count of transformational

leadership variables is 5.406 > t table, namely 2,000.

Ho is rejected, so it can be stated partially that

transformational leadership has a significant effect

on organizational commitment. Leadership plays a

dominant, crucial, and critical role in the overall

effort to increase the commitment of lecturers, both

at the individual level, at the group level, and at the

organizational level. The lecturer in Serambi Mekah

University has a good ability to mobilize, direct,

coordinate, optimize the resources of the school

Hamzah (2008: 69) explains that there are several

traits that can be observed from someone who has

good transformational leadership, among others: (1)

performance depends on the effort and ability it has

compared to the organizational commitment of

lecturers through groups; (2) have the ability to

complete difficult tasks; and (3) there is often

concrete feedback about how he should carry out his

duties optimally, effectively, and efficiently.

Transformational leadershi provides a

perspective to enlighten its ideas. Transformational

in its implications will generate new ideas and

different ways of bringing challenges together as

entangling problems. Transformational leadership of

lecturers in Serambi Mekah University is expected

to have honesty in carrying out its leadership

functions; leaders have the desire to build mutual

trust by setting an example and showing high

consistency between words and deeds. The leaders

must be characterized so that they can be used as

role models by those who are led. They can increase

the lecturers’ organizational commitment.

Furthermore, for vertical communication

variables, the way of decision making is as follows:

If t table > t count then Ho is accepted, if t table < t

count then Ho is rejected. Based on Table 1 above, it

can be seen that the tcount of the vertical

communication variable is 2.668 > t table, which is

2,000. Ho is rejected, so it can be stated partially that

vertical communication has a significant effect on

organizational commitment. Lecturers

communication in the university is built if people

have a positive attitude towards themselves, positive

feelings for communication situations are generally

very important for effective interactions, similarities

where Such communication will increase the

commitment of the lecturer organization in Serambi

Mekah University.

Organizational commitment is an important

behavioral dimension that can be used to assess

employee tendencies, identify and engage someone

who is relatively strong towards the organization.

Moreover, to know the desire of organizational

member, to maintain their membership in the

organization is willing to strive for achieving

organizational goals and accepting norms in the

company. Organizational commitment defines

feeling of trust in organizational values, willingness

The Effect of Organizational Culture, Transformational Leadership, Vertical Communication toward Lecturers’ Organizational Commitment

at Serambi Mekah University of Banda Aceh

649

to try as well as possible for the benefit of the

organization and loyalty and the desire to remain a

member of the organization declared by an

employee to his organization.

Simultaneous contribution of variable organizational

culture, transformational leadership, and vertical

communication to organizational commitment can

be done by proving through a comparison of the

value of F count with Ftable. By obtaining the value

of F count = 81.403, and F table = 2.77. Because F

count > Ftable means that Ho is rejected and Ha is

accepted, so it can be concluded that there is a

simultaneous significant effect between X

, and

on Y. Someone who gets organizational

commitment from lecturers usually has a record of

attendance and usually performs better than in

people who do not get organizational commitment.

6 CONCLUSIONS

Based on the results of the analysis and discussion in

this study, several conclusions are presented as

follows: organizational culture, transformational

leadership, vertical communication, influence the

lecturers’ organizational commitment at Serambi

Mekah University, Banda Aceh. Organizational

culture has a positive direct effect on the

organizational commitment of the lecturers.

Transformational leadership has a positive direct

effect on the Lecturers’ organizational commitment

in Serambi Mekah University. Vertical

communication has a positive direct effect on the

commitment of lecturers. In other words, the better

the organizational culture is, the higher the lecturers’

organizational commitment. The better the

transformational leadership is, the higher the

lecturers’ organizational commitment. And the

better the vertical communication is, the higher the

lecturer’ organizational commitment in Serambi

Mekah University, Banda Aceh.

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