Environmental Leadership Models, Cultural Values, and Work
Motivation on Environmentally Friendly Community Performance in
Kebon Manggis Village, Matraman East Jakarta, 2019
Gaudensia Diana Kurnia Fitriyani
1
, Henita Rahmayanti
2
, and Diana Vivanti Sigit
2
1
Student Doctoral Program in Education Management, State University of Jakarta, Rawamangun muka Street,
East Jakarta, Indonesia
2
Lecturers State University of Jakarta, Rawamangun muka Street, East Jakarta, Indonesia
Keywords: Environmental leadership model, cultural values, work motivation, environmental friendly, community
performance
Abstract: Environmentally friendly community performance is an activity of someone how is in the organization in
improving environmental quality and contributing positively to the completion of organizational goals
through the dimensions of task performance and citizenship behavior. There are four strengths related to the
response of environmental issues in going green, namely compliance with regulatory compliance,
stakeholder pressure, economic motives and ethical concerns. The rational use of natural resources and
ecosystems requires human efforts to conserve diversity and try to avoid damage by practicing
environmentally and environmentally friendly regulations, laws and policies. This is effective if done by
greening of institutions. Research on the environmentally friendly community performance is still little and
urgent to do given the challenges of the increasingly complex and dynamic task of community performance.
The Environmentally friendly community performance is thought to be influenced by environmental
leadership model, cultural values, and work motivation. The purpose of the study was to obtain information
and find out the direct influence of environmental leadership model, cultural values, and work motivation on
environmentally friendly community performance. The data were collected by using questionnaires
distributed to 101 samples. The samples were chosen through probability sampling technique from the
population - all community in Kebon Manggis village, Matraman, East Jakarta. The research method is
associative causal using a quantitative approach. Analysis of the data used is path analysis. The results
showed that there are a direct influence of environmental leadership model on the environmentally friendly
community performance (β = 0.338); there is a direct effect of cultural values on the environmentally
friendly community performance (β = 0.264); there is a direct effect of work motivation on the
environmentally friendly community performance (β = 0.197); there is a direct influence of environmental
leadership model on work motivation (β = 0.211); there is a direct effect of cultural values on work
motivation (β = 0.273). The conclusion of the study is that environmental leadership model is not the only
one that influences on the environmentally friendly community performance, it is also necessary to consider
the variables of cultural values and work motivation.
1 INTRODUCTION
Environmental damage that has occurred in
Indonesia is serious. The quality of the environment
from year to year has degraded. This is marked by
environmental pollution of plastic waste around
beaches, damages to the forests caused by land
conservation and forest fire, natural disaster, and
drought in the dry season. Human and institutional
behavior is one of the causes of the decrease of the
quality of today’s environment and climate change
(Robertson and Barling, 2013).
Climate change has become a global issue that
causes various risks to the natural system and social
system. This is worsened by the increase in human
activities. Climate change can cause changes in
Kurnia Fitriyani, G., Rahmayanti, H. and Sigit, D.
Environmental Leadership Models, Cultural Values, and Work Motivation on Environmentally Friendly Community Performance in Kebon Manggis Village, Matraman East Jakarta, 2019.
DOI: 10.5220/0009038606510659
In Proceedings of the International Conference on Education, Language and Society (ICELS 2019), pages 651-659
ISBN: 978-989-758-405-3
Copyright
c
 2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved
651

environmental system such as unpredictable climate
and a poor quality of health (Zhang, Niua, and Wu,
2014). The increase in human personal activities is
one of the causes of climate change.
As the major causes of climate change, human
activities and institutional activities also contribute
to climate change. There have been limited studies
on workplace pro-environmental behaviors
(Robertson and Barling, 2013). Some variables
which are expected to have an effect on
performances of environmentally friendly
community such as environmental leadership,
cultural values and work motivation.
Performances of environmentally friendly
community are activities of people in an
organization in improving the environmental quality
and contribute positively to the attainment of the
organizational objectives through the dimensions of
task performance and citizenship behavior.
Rondinelli (1998) in Atzori, Melis, and Giudici
(2012) states that there are four dominant factors
that are related to a response to the environmental
issue in going green: regulatory compliance,
stakeholder pressure, economic and motives ethical
concerns.
Environmental leadership is someone’s behavior
in influencing and directing as well as negotiating in
an effort to protect natural resources actively and
effectively. Environmental leadership describes the
norms and leadership while pro-environment
behavior plays an important role in greening
institutions. (Robertson and Barling, 2013).
Greening institutions depend very much on the
commitment and leadership of the top manager in
implementing policies and practices that can
improve the environmental performance (Boral,
Baron, Gunnlaugson, 2013).
Cultural values are the beliefs and desired
objectives. Cultural values can influence the
characteristics of a person’s personality development
which can be shown in daily life (Colquitt, Le Pine
and Wesson, 2015). Cultural values are beliefs that
influence a person’s personality development. They
give an emphasis to the worker and the tradition.
Loyalty and teamwork are important instruments to
gain success in developing an environmentally
friendly institution (Kampf, Lorincová, Hitka and
Stopka, 2017). Norms and cultural values have an
effect on natural resource conservations such as the
conservations of tree species, water resources,
forests, and mineral (Sigauke, Katsaruware,
Chiridza, and Saidi, 2015).
Work motivation is the desire and drive in
meeting the life requirements and the requirements
of a good job through the dimension of motif,
expectation, and incentive. Motivation ends in the
decision on how much the effort will be made for a
particular work situation. This choice is based on
two stages of expectation. Motivation is influenced
by the person’s expectation that a certain degree of
effort will produce the desired performance
objective. Motivation is also influenced by the
feeling felt by the worker about the opportunity to
obtain various results as the reward for success in
achieving the performance objective.
Work motivation is a very important topic for an
organization and community success and
individual’s welfare. Related to work, work
motivation is related to organization and community
success and individual’s welfare (Kanfer, Frese, and
Johnson, 2017)
Dinas Pembinaan Mental Angkatan Darat
(Disbintalad) as an environmentally friendly
institution has run a regular environmentally friendly
program in territorial development activities for the
local community. The activities take the form of
environment clean up, drainage repair, Ciliwung
river clean up and protecting trees planting. It is
hoped that the activities will have a positive effect
on the environmentlly friendly performance,
especially in the community around Kebon Manggis
Village
It is the tradition of the soldiers in the Indonesian
National Army that has lasted up to now around the
community of Kebon Manggis to do a voluntary
community work around the institution.
Environment clean-up is regularly done as one of the
roles of the Indonesian National Army in the
surrounding community. The environment clean up
activity is a part of the regular program every fiscal
year. This conforms to the Strategic Plan of Dinas
Pembinaan Mental Angkatan Darat (Disbintalad),
that is to create a clean living environment and good
corporate governance. The environmental leadership
model, cultural values and work motivation shown
by the personnel of the institution of Disbintalad
which is environmentally friendly is expected to
become the model for the community of Kebon
Manggis.
The community around Disbintalad is the
community that is located around Kebon Manggis,
Matraman District. The typical characteristic of the
community of Kebon Manggis of Matraman District
is they socialize frequently with the Indonesian
National Army. Besides Disbintalad, there are some
Indonesian National Army units that are located in
Kebon Manggis Village.
ICELS 2019 - International Conference on Education, Language, and Society
652

The community members consist of active
national Indonesian army officers, retired arm
service officers and civil residents Based on the
initial observation, there were community members
in Kebon Manggis Village who were still not
environmentally friendly yet. For example, they still
smoked in the smoke free zones, , which were not
special places for smoking; there were those who
threw rubbish into a place other than where rubbish
should be dumped, there were a very small number
of the groupings of organic waste and nonorganic
waste; there were those who did not switch lights
when they were not used; the people still walked on
the grass in the planted areas; the people still used
plastic bottled mineral water and the people still let
AC and TV on when they were not needed.
To use natural resources and ecosystem
rationally one needs to conserve diversity and tries
to avoid damages by practicing the regulations, acts
and policies of environmentally friendliness and
sustainability. This will be effective if it is done by
environmentally friendly institutions (greening of
institutions) (Putrawan, 2015).
Environmental concern can be seen with
latent indicators such as the importance of
environmental protection (Hirsh, 2010), its
implementation in institutions in the form of the use
of electricity and water energies, reduction of waste
volume, use of public transportation system, etc.
The implementation will not only contribute
positively to the greening of institutions, but also
influence the rate of climate change and prevent
environmental damages, especially workplace
environments. The implementation of this condition
needs leaders with environmental leadership and
cultural values in strong institutions.
This study used the integration model of
organizational or institutional behavior from
Calquitt, Le Pine and Wession (2011). Leaders and
workers as individuals can be evaluated from
individual outcomes or behaviors that give good or
bad contributions and organizational commitment
(organizational performance), that is whether the
individuals in the organization or institution have a
strong or weak desire (Colquitt, Le Pine and
Wesson, 2011).
Some of the previous studies related to the
present study include the following:
The study by Bangwal, Tiwari, and
Cahmola (2017) which aimed at finding out the
direct and indirect effects of green human resource
management (GHRM) on environment performance
as mediated by work -life.
The work by Al-Omary and Okasheh ( 2017)
which states that job achievement is the product of
worker motivation and ability and how a worker
adapts to situational and environmental constraints
that lead to behavioral interference, which is
specifically called performance decline.
The study conducted by Al Rabbi, Khalid
and Khan (2017) with the aim of finding out the
non-financial reward that form an important and
effective way to motivate a team in health service
organizations. In this study it is said that teams need
support and motivation from a leader. Hence, the
efficiency and potentiality of a leader has a great
effect on the level of motivation of the team.
Transformational, transactional, authentic, and
servicing leadership style influences the motivation
of the team. Transformational, transactional,
authentic and servicing leadership style correlates
positively with the motivation of the team, while
transactional leadership style correlates negatively.
Worker motivation is the main factor in making
the objective of a business become a reality.
Consequently, in today’s world, every organization
tries to manage its human resource development to
keep the workers being motivated. The function of
the business or its performance in the market can be
evaluated by evaluating the level of motivation of
the workers. Motivation can play the main role in
reaching a professional stage in every fiscal year
easily (Zubir, 2018).
Another work was the one conducted by
Saifulina and Carballo-Penela (2017) on promoting
sustainable development at an organization level: an
analysis of the drivers of workplace environmentally
friendly behavior of employees. The practice of
Green human resource management (GHRM)
considers the aspect of human resources from the
corporation environmental management. GHRM is
a promotion of worker workplace environmentally
friendly behaviors). The importance of the two
factors: motivation and worker environmental
harmony can support the organizational
environment. The result shows that worker
enthusiasm toward the environment is a WEFB
relevant predictor.
The work of Kanfer, Frese, and Johnson (2017)
on Motivation Related to Work: A Century of
Progress. The study aimed at finding out work
motivation. Work motivation is a very important
topic for success in an organization, community and
individual welfare. Work motivation uses meta-
framework which groups theories, findings, and
progresses and focuses on (a) motif, characteristics,
and motivation (content); (b) job features, job role,
Environmental Leadership Models, Cultural Values, and Work Motivation on Environmentally Friendly Community Performance in Kebon
Manggis Village, Matraman East Jakarta, 2019
653

and broader environment (context); (c) mechanisms
and processes involved in the selection and struggle
(process). In relation to jobs, work motivation is
related to success in an organization, community and
individual’s welfare.
The work of Nikpour (2017) aimed at finding out
the direct and indirect effects of cultural values and
worker commitment organizational performance.
The indirect effect was greater than the direct effect.
Cultural values and organizational performance had
direct and indirect effects if mediated by worker
organizational commitment. Worker organizational
commitment had a role in the effect of cultural
values on organizational performance.
Supramono, Soewarto and Sunaryo (2015)
studied the direct effect of organizational culture,
personality and work motivation on organizational
commitment. The result of the study indicated that
the highest individual contribution came from work
motivation.
Raman, Anantharaman, Anda Ramanathan
(2013) study on the effect of environmental factor,
personality, and motivation on business women and
nonbusiness women. Personality was more
represented in reasoning skill, emotional stability,
and alertness, privacy in the openness toward
change, perfectionism, more stress, and passivity in
environmentally friendly performance.
Based on several international journals above,
one can see similarities with the present study in
performance, environmental leadership, cultural
values and work motivation. However, there has not
been any study that reports on the direct effect of
environmental leadership, cultural values, and work
motivation on environmentally friendly community
performance. The novelty was in the
environmentally friendly community performance
which is influenced by environmental leadership
model, and work motivation. The researcher was
interested in doing a study entitled Environmental
Leadership Models, Cultural Values, and Work
Motivation on Environmentally Friendly
Community Performance in Kebon Manggis
Village, Matraman , East Jakarta, 2019.
2 RESEARCH METHODOLOGY
This study used a causal associative method with a
quantitative approach. It used four instruments, the
first for measuring environmentally friendly
community performance and has 40 items which
were tried out. The try-out result showed that 35 of
the items were valid and 5 invalid. The reliability
coefficient was 0.944. However after the invalid
items were discarded, the reliability coefficient was
0.948.
The instrument to measuring environmental
leadership model consists of 40 items which were tried
out. The try-out result showed that 33 of the items were
valid and 7 invalid. The reliability coefficient of the
instrument for measuring environmental leadership
model was 0.933. However after the invalid items
were discarded, the reliability coefficient was 0.938.
The third instrument measures cultural values
and consists of 40 items. After the try-out 34 items
were valid and 6 were invalid. The reliability
coefficient was 0.943, However after the invalid items
were discarded the reliability coefficient was 0.950.
The forth instrument measures work motivation
and consists of 40 items. The number of valid items is
34 and the invalid 6. The reliability coefficient was
0.936. However after the invalid items were discarded
the reliability coefficient was 0.943.
This study aimed at obtaining information
pertaining to and finding out the direct effect of
environmental leadership model on environmentally
friendly community performance, of cultural values
on environmentally friendly community
performance, of work motivation on environmentally
friendly community performance, of environmental
leadership model on work motivation, and of cultural
values on work motivation.
This study was done from February to July, 2019.
The population used in this study consisted of all
community in Kebon Manggis village, East Jakarta.
The sample was selected using tha probability
sampling technique. The sample consisted of 101
community in Kebon Manggis village, East Jakarta
since the number was judged to have been able to
represent the existing population.
The classical assumptions testing was done by
using 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.
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
ICELS 2019 - International Conference on Education, Language, and Society
654

the computer software SPSS version 23.00 can be
seen in Table 1 below.
Table 1: Correlation coefficient matrix environmental
leadership model (X
1
), cultural values (X
2
), and work
motivation (X
3
) on environmentally friendly community
performance (X
4
).
X1
X2
X3
X4
X1
Pearson Correlation
1
.451
**
.334
**
.522
**
Sig. (2-tailed)
.000
.001
.000
N
101
101
101
101
X2
Pearson Correlation
.451
**
1
.368
**
.488
**
Sig. (2-tailed)
.000
.000
.000
N
101
101
101
101
X3
Pearson Correlation
.334
**
.368
**
1
.406
**
Sig. (2-tailed)
.001
.000
.000
N
101
101
101
101
X4
Pearson Correlation
.522
**
.488
**
.406
**
1
Sig. (2-tailed)
.000
.000
.000
N
101
101
101
101
**. Correlation is significant at the 0.01 level (2-
tailed).
Table 2: Path coefficient of sub-structure-1 model of
environmental leadership model (X1), cultural values
(X2), and work motivation (X3) on environmentally
friendly community performance (X4).
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std.
Error
Beta
1
(Constant)
67.801
8.829
7.679
.000
X1
.281
.076
.338
3.706
.000
X2
.146
.051
.264
2.858
.005
X3
.118
.053
.197
2.249
.027
From the result of the path analysis of sub-
structure 1 (X
1
, X
2
, X
3
and X
4
) showed the following
values:
a. β
41
= Beta = 0.338 [t
obs.
= 3.706 and the
probability (sig) = 0.000]
b. β
42
= Beta = 0.264 [t
obs.
= 2.858 and the
probability (sig) = 0.005]
c. β
43
= Beta = 0.197 [t
obs.
= 2.249 and the
probability (sig) = 0.027]
The results prove that all of the path coeficients are
significant.
The ANOVA of sub-structure I model is
presented in Table 3 below.
Table 3: ANOVA table for sub-structure 1 model.
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
7806.471
3
2602.157
20.240
.000
Residual
12470.539
97
128.562
Total
20277.010
100
The multiple regression analysis (F-test) of Sub-
Structure I model yielded F
obs.
= 20.240 > F
c.v. (3:97)
at α = 0.05 of 2.70; thus it could be continued with
an individual test or t-test.
The recap of the result of the computation and
the testing of path coefficient of Sub-Structure I
Model is shown in Table 4 below.
Table 4: Recap of the result of computation and testing of
path coeficient of sub-structure I Model
Path
Path
Coefficient
t
obs.
t
c.v.
α =0.05
Remarks
β
41
0.338
3.706
1.66
Significant
β
42
0.264
2.858
Significant
β
43
0.197
2.249
Significant
The result of the analysis of 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
environmental leadership model (X1), cultural values (X2)
on work motivation (X3).
Model
Unstandardized
Coefficients
Standar
dized
Coeffici
ents
t
Sig.
B
Std.
Error
Beta
1
(Constant)
54.858
16.006
3.427
.001
X1
.292
.143
.211
2.045
.044
X2
.251
.095
.273
2.647
.009
The result of the path analysis of sub-structure
model 2 (X
1
, X
2
, and X
3
) showed the following
values:
1) β
31
= Beta = 0.211 [t
obs.
= 2.045 and probability
(sig) = 0.044]
2) β
32
= Beta = 0.273 [t
obs.
= 2.647 and probability
(sig) = 0.009]
The result proves that all path coefficients are
significant.
The result of the F-test of the sub-structure 2 in
the form of table of the ANOVA of environmental
leadership model (X
1
), cultural values (X
2
) on work
motivation (X
3
) is shown in Table 6 below.
Table 6: ANOVA table for sub-structure 2 model
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
9541.674
2
4770.837
10.084
.000
Residual
46366.386
98
473.126
Total
55908.059
100
Based on the table 6 above, the F-test of Sub-
Structure 2 yielded F
obs.
= 10.084 > Fc.v.
(2:98)
at α =
Environmental Leadership Models, Cultural Values, and Work Motivation on Environmentally Friendly Community Performance in Kebon
Manggis Village, Matraman East Jakarta, 2019
655

0.05 of 3.09; 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, X
2
and X
3
and X
4
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
= 0.338X
1
+ 0.264X
2
+ 0.197X
3
+ 0.784ε
1
and R
2
= 0.385
X
3
= β
31
X
1
+ β
32
X
2
+ β
3
ε
2
and R
2
321
(2)
X
3
= 0.211X
1
+ 0.273X
2
+ 0.910ε
2
and R
2
= 0.171
The result of the computation of environmental
leadership model on environmentally friendly
community performance yielded a path coefficient
(β) of 0.338; t
obs. =
3.706 > t
c.v.
(1.66 at α = 0.05).
Hence, H
0
was rejected, the result of the study
showed that environmental leadership model had a
direct and positive effect on environmentally
friendly community performance. It means that the
higher environmental leadership model, the higher
environmentally friendly community performance in
Kebon Manggis village, Matraman, East Jakarta.
Leadership had an effect on green institution and
worker health viewed from four differentt leader’s
behaviors (task-oriented, relationship-oriented,
change-oriented, and passive/destructive) (Wegge,
Shemla and Haslam, 2014). Hence, the key factor
that caused the low green institution and worker
health status was the leader’s leadership style.
Institution and leadership system in an
organization were regulated by beliefs, which were
caused by rationality and result. Values and beliefs
played a very important role as determining factors
of institution cultural values. Spiritual values and
environmental friendliness as dominant institutional
values predictors of leader behavior extended the
existing typologies of values and opened a discourse
toward values, and a spiritually oriented leadership
paradigm (Klenke, 2005). Leadership and cultural
values influence environmentally friendly
communities.
There were three ways to observe leader
behavior: whether a leader moves away from the
stress on performance; his or her personality, and the
leader contextual characteristics that can lead to
success or failure. Every evaluation of a leader
performance is based on behavior (Walton, 2011).
Leader performance is based on behavior as the
basic core of success or failure.
The result of the computation of the effect of
cultural values on environmentally friendly
community performance yielded a path coefficient
(β) of 0,264; t
obs
of 2,858 > t
tc.v.
(1.66 at α = 0.05).
Hence, H
0
was rejected, the result of the study
proved that cultural values had a direct and positive
effect on environmentally friendly community
performance. It means the higher the cultural values,
the higher environmentally friendly community
performance in Kebon Manggis village, Matraman,
East Jakarta.
There was the effect of personality values on
sustainable consumption behavior that was
moderated by cultural context and consumption
which contributed significantly to the practitioners
who wanted to sustainably sell products in different
contexts. (Sharma and Jha, 2017). Cultural values
influenced sustainable consumption behavior.
Cultural context and the elements that were
integrated into an effective leadership correlated
with autocratic leadership and strong morality.
Cultural context correlated with leadership (Truong
and Hallinger, 2015).
The use of various kinds of social support
depends on cultural background. Cultural variation
correlated with environmentally friendly institution
that under lied it to seek for social support and
emotional implication of the receivers of the support
(Ishii et al, 2017). Cultural values had an effect on
environmentally friendly institution performance.
Path
Path
Coefficient
t
obs.
t
c.v.
α =0.05
Remarks
β
31
0.211
2.045
1.66
Significant
β
32
0.273
2.647
Significant
ICELS 2019 - International Conference on Education, Language, and Society
656

Values play an important mediating role in the
involvement of environmentally friendly institutions.
The combination of achievement values and virtues
were very important in developing environmental
involvement (Schaefer, Williams, and Blundel
(2018). Cultural values correlated with
environmentally friendly institutions.
The result of the computation of the effect of
work motivation on environmentally friendly
community performance yielded a path coefficient
(β) of 0.197; t
obs
. of 2.249 > t
c.v.
(1.66 at α = 0.05).
Thus, H
0
was rejected, the result of the study proved
that work motivation has a direct effect on
environmentally friendly community performance. It
means that the higher the work motivation, the
higher environmentally friendly community
performance in Kebon Manggis village, Matraman,
East Jakarta.
The result of the study done by Rathee
(2017) showed that there was a significant difference
between the work motivation of teachers who
worked at public schools and those who worked at
private schools and there was a significant
difference between male teachers work motivation
and female teachers work motivation who were
young and those who were old. Hence, there was a
difference in motivation between teachers who
taught at public schools and those who worked at
private schools.
Competence which was supported by motivation
could improve students’ physical activities.
Motivation correlated with competence and physical
activity (Bebeley, Yi-gang, and Liu, 2015).
Work motivation was a very important topic for
success in organizations, communities and
individual’s welfare (Kanfer, Frese, and Johnson,
2017).
The result of computation of the effect of
environmental leadership model on work motivation
yielded a path coefficient (β) of 0.211; t
obs.
of 2.045
> t
c.v.
(1,66 at α = 0.05). The conclusion is that H
0
was rejected, the result of the study proved that
environmental leadership model has a direct and
positive effect on work motivation. It means that the
higher environmental leadership model the higher
work motivation community in Kebon Manggis
village, Matraman, East Jakarta.
The leadership had an effect on performance.
The role of a leader was to create a better
performance. Motivation correlated significantly
with a good performance. Work climate had a
significant correlation with performance. A better
climate had an effect on a better performance (Siwi,
Siswandari, and Gunarhadi, 2019).
Leadership style significantly had an effect on
organizational leadership. However, it did not have a
significant effect on worker loyalty. Leadership style
had a significant effect on work motivation.
Organizational culture significantly had an effect on
worker loyalty (Mochklas, Budiyanto and Suwitho,
2018) and work motivation had a sifnificant effect
on worker loyalty.
Work motivation was a very important topic for
success in organizations, communities and and
individual’s welfare The work of Kanfer, Frese, and
Johnson (2017) on Motivation Related to Work: A
Century of Progress. The study aimed at finding out
work motivation. Work motivation is a very
important topic for success in an organization,
community and individual welfare. Work
motivation studies use meta-framework which
groups theories, findings, and progresses and
focuses on (a) motif, characteristics, and motivation
(content); (b) job features, job role, and broader
environment (context); (c) mechanisms and
processes involved in the selection and struggle
(process). In relation to jobs, work motivation is
related to success in an organization, community and
individual’s welfare (Kanfer, Frese, and Johnson,
2017).
The result of computation of the effect of cultural
values on work motivation yielded a path coefficient
(β) of 0.273; t
obs.
of 2.647 > t
c.v.
(1.66 at α = 0.05).
The conclusion is H
0
was rejected, the result of the
study proves that cultural values has a positive direct
effect on work motivation. It means that the higher
cultural values, the higher work motivation
community in Kebon Manggis village, Matraman,
East Jakarta.
The result of the study done by Irfan and
Marzuki (2018) showed that cultural values
moderated the correlation between work motivation
and work commitment among university academic
staff members. Institution cultural values could be
used to improve work motivation, which eventually
would enhance work commitment among the
academicians. Simultaneously and partially cultural
values and work motivation had a significant effect
on worker performance; work motivation variable
had a dominant effect on worker performance. A
high work motivation that was supported by cultural
values was an important factor that contributed to
worker performance (Elisabeth, 2018).
On the other hand, cultural values and job
satisfaction influenced motivation; cultural values
had an effect on performance; cultural values did not
have an effect on performance; cultural values and
job satisfaction had an effect on performance
Environmental Leadership Models, Cultural Values, and Work Motivation on Environmentally Friendly Community Performance in Kebon
Manggis Village, Matraman East Jakarta, 2019
657

through motivation (Bangun, Theresia, Lahuddin
and Ranti, 2018).
4. CONCLUSIONS
From the result of hypotheses testing the following
findings can be stated:
a. Environmental leadership model has a direct and
positive effect on environmentally friendly
community performance. It means that the higher
environmental leadership model the higher
environmentally friendly community
performance.
b. Cultural values has a direct and positive effect on
environmentally friendly community
performance. It means that the higher cultural
values the higher environmentally friendly
community performance.
c. Work motivation has a direct and positive effect
on environmentally friendly community
performance. It means that the higher work
motivation the higher environmentally friendly
community performance.
d. Environmental leadership model has a direct and
positive effect on work motivation. It means that
the higher environmental leadership model the
higher work motivation
e. Cultural values has a direct and positive effect on
work motivation. It means that the higher cultural
values the higher work motivation
In the light of the findings it can be concluded
that to improve environmentally friendly community
performance the factors such as environmental
leadership model, cultural values and work
motivation need to be improved too.
The effort to improve the factors can be made
like what is stated in the following implications:
1) Policy implication; The leaders or superiors give
employees the opportunity to education and
training, workshop, and seminar on soldier
performance should be made. In addition, the
improvement can be made by enhancing
environmental leadership model, cultural values
and work motivation.
2) Theoretical implication; anything which has not
been included in the measurement on
environmentally friendly community
performance should be specified.
3) Research implication: more variables should be
involved by using more complex methods and
analyses such as experiment, ex post facto,
correlational study, Partial Least Square (PLS),
and LISREL.
On the basis of the findings, conclusions and
implications above, the following suggestions can be
made:
a) To the institution; there is a need to consider
environmental leadership model, cultural values,
work motivation as factors which affect on
environmentally friendly community
performance.
b) To the community; in an effort to enhance on
environmentally friendly community
performance, there is a need for providing
education and training activities which can
increase knowledge, understanding and insight.
c) To further researchers, it is expected that they
investigate soldier performance using other
variables such as locus of control, local wisdom,
self-efficacy, spiritual intelligence, knowledge,
corporate culture, reward, satisfaction, etc.
ACKNOWLEDGEMENTS
I would like to express my gratefulness to
Commander of the National Armed Forces, Chief of
Staff of the Army, Head of the Army’s Mental
Trainning Service, Headman of Administrative
Villages of Palmeriam, Headman of Subdistrict of
Matraman, East Jakarta who have given their full
support for this research.
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