Modeling Organizational Culture, Transformational Leadership,

Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s

Nursing Lecturer

Miciko

and Dewi Nusraningrum

Education Management, Jakarta State University, Jl. R.Mangun Muka Raya No.11, Jakarta, Indonesia

Department of Management, Universitas Mercu Buana, Jakarta, Indonesia

Keywords: Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction, Nursing Lecturer,

Muhammadiyah Aisyiyah College.

Abstract: Research on the effect of organizational culture and transformational leadership on the job satisfaction of

nursing lecturers mediated by motivation has never been conducted at Muhammadiyah Aisyiyah College

(PTMA). The study's objective is to analyze the influence of organizational culture and transformational

leadership on job satisfaction through motivation as mediation. 230 nursing faculty lecturers in Central Java,

Indonesia became respondents to this study. SEM analysis is used to test hypotheses with the help of the

SmartPLS analysis tool. The findings in this research specify that organizational culture and motivation have

no direct consequence on job satisfaction. Organizational culture, besides transformational leadership, directly

impacts motivation, and transformational leadership to job satisfaction. However, motivation does not have

an intermediating role in the connection between organizational culture and transformational leadership to

job satisfaction. The results of this study revealed that PTMA's organizational culture has become part of the

work culture for lecturers at the nurse faculty.

1 INTRODUCTION

The character of higher education is significant,

especially in implementing culture and leadership to

motivate the academician and pursue job satisfaction.

Therefore, research-based higher education must

encourage more open knowledge that can improve

human welfare (Asfahani, 2023). Healthy higher

education will be a spring of life for the progress of

the nation. Developed countries are always supported

by a pool of talents and highly educated human

capital who are creative, innovative, and productive.

The human capital that has a noble character, with the

soul of Pancasila, has competencies that are in line

with the needs and changing times. Citizens of the

world who are global-minded and have global

competitiveness but are not uprooted from their

nation's cultural roots (Idris et al., 2021). Sadya

(2023) explains that based on its status, there were

184 units of state universities in Indonesia.

https://orcid.org/0009-0001-9737-4150

https://orcid.org/0000-0003-4386-2877

Meanwhile, 3,820 campuses are private universities.

This shows the enormous level of competition to

make tertiary institutions superior (Nusraningrum et

al., 2023)

Teachers of Higher Education who have a

strategic part in all academic actions must have a field

of study of knowledge, skills in statement (written

and verbal); control and application of information

and communication technology (ICT); building

extensive networks with the world of work and

industry; sensitive to the changes and developments

that occur around, as well as forward-looking

(Nusraningrum et al., 2023). Based on data from the

Global Competitiveness Report for Indonesia, the

aspects that are considered weak and need to be

improved are training higher education, and

innovation (Japir Bataineh et al., 2023). Work

involves collaboration with colleagues and leaders,

subsequent organizational guidelines and policies,

assembly performance standards, existing working

situations that are fewer than perfect, and the like

112

Miciko, . and Nusraningrum, D.

Modeling Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s Nursing Lecturer.

DOI: 10.5220/0012650000003717

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 6th International Conference on Finance, Economics, Management and IT Business (FEMIB 2024), pages 112-119

ISBN: 978-989-758-695-8; ISSN: 2184-5891

(Colquitt, 2023). Muhammadiyah is an Islamic

movement that carries the mission of da'wah and

tajdid, based on Islam, based on the Qur’an and As-

Sunnah, aiming to create a truly Islamic society

founded by Ahmad Dahlan. Muhammadiyah

Aisyiyah Universities that hold nursing education,

there are 44 universities. (PP Muhammadiyah,

2010).

Many factors can affect lecturer job satisfaction in

tertiary institutions together with transformational

leadership, organizational culture, and work

motivation which can affect lecturer job satisfaction.

Organizational culture affecting job satisfaction is

rarely discussed in universities, especially the

organizational culture of Muhammadiyah, which has

become a color in the implementation of Catur

Dharma of Muhammadiyah Higher Education, i.e.:

Education and teaching, Research, Community

Service, and strengthening of al-Islam

Kemuhammadiyahan.

2 LITERATURE REVIEW

2.1 Job Satisfaction (JS)

Job satisfaction is an established of assessments,

attitudes, moods, expectations, also desires of an

individual/lecturer for his exertion, whether satisfied

or dissatisfied as a result of someone's interaction

related to aspects such as his work, work

environment, awards, relationships with colleagues,

culture and values and norms in the work

environment, career development and organizational

structure in the workplace, leadership attention, a

sense of security at work (Kelly et al., 2020; Rafique

et al., 2022). Human resource management strategies

in an organization can be in the form of work climate,

employee benefits, interpersonal relationships,

employee welfare, and the nature of supervision

contribute to job satisfaction (Aung et al., 2023;

Cabaron & Oco, 2023; Dorta-Afonso et al., 2023;

Huang et al., 2023; Mustafa et al., 2023). Based on

the consequences of the study described there is a

stimulus between organizational culture, leadership,

and motivation on employee job satisfaction in

various types of jobs.

2.2 Organizational Culture (OC)

OC is a set of intellectual frameworks comprising of

beliefs, morals, customs, and hopes that are owned by

affiliates of the association that form harmony with

indicators of adaptability, integrity, collaboration,

result-oriented, customer-oriented, and detail-

oriented memberships of the organization, and are

adhered to by members that distinguish the society

from other groups (Arabeche et al., 2022; Doghan et

al., 2022; Ginting, 2023; Hung et al., 2022; Kaur

Bagga et al., 2023). Organizational culture at

Muhammadiyah Aisyiyah Higher Education (PTMA)

is values such as professionalism, fingerprint,

Amanah, fatonah, and sincerity in working as worship

within an organizational culture originating on the

Qur'an and the Sunnah of the Prophet will lead to a

strong attitude of self-confidence because there is a

sense of pride in having a high status as a member. A

conducive organizational culture will foster work

harmony within the organization in addition to

encouraging work which will ultimately provide job

satisfaction. Lecturers who have high work

enthusiasm will always work firmly to overcome all

kinds of complications in anticipation of completing

satisfactory outcomes. Therefore, organizational

culture is thought to directly influence lecturer work

motivation (Cabaron & Oco, 2023; Qomariah et al.,

2022).

2.3 Transformational Leadership (TL)

TL is a groundbreaker who encourages the cohorts to

put aside the particular benefits for the respectability

of the association and can focus on achieving the

vision and mission, coping with change and

innovation, building trust, and having the power to

influence, move, guide, motivate and direct group

members for the overall accomplishment of the areas

and purposes set for better changes in the future

(Awan et al., 2023; Ayik & Alpullu, 2022; Nastavia

& Lista, 2022; Rahmawati et al., 2022). The

indicators of TL include charisma, communication,

controlling subordinates, responsibility, and

emotional control. A good leader will always treat his

subordinates well, fairly, and without favoritism

(Nusraningrum, 2018). If the lecturer has a good

impression of his boss, then the lecturer will be

motivated to complete the assigned responsibilities

with full seriousness and responsibility. If TL is not

good, the lecturer will be less motivated to carry out

the task which will eventually lead to dissatisfaction

at work. A good leader will be able to foster the trust

of the lecturers so that they will be able to carry out

their duties properly (Hoai et al., 2022). Based on this

framework, it can be presumed that there is an impact

of Transformational Leadership on lecturer

motivation (Ángeles López-Cabarcos et al., 2022).

Modeling Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s Nursing

Lecturer

113

2.4 Motivation (M)

Work motivation is a set of external and internal

forces that arouse, direct, and maintain human

behavior related to work, and determine the direction,

intensity, and persistence to achieve a goal (Royani et

al., 2022; Yusuf et al., 2022). Work enthusiasm can

be perceived in how to exertion such as the will to

work, irritation to practice the time to effort as

proficiently as possible, and great responsibility for

work with indicators; trying to excel at work,

complete tasks well, and be rational in achieving

success, like challenges, accept responsibility and

like work circumstances with private responsibility,

advice and a standard level of hazard (Smith et al.,

2008). Work motivation can be seen from the way of

work such as the readiness to work, irritation to use

the time to effort as professionally as possible, and

great responsibility towards work (Nusraningrum &

Dores, 2018)Lecturers who have high motivation will

get a high awareness of their duties and will try hard

to reach outcomes and feel happy about their work

(Shahzad et al., 2023), and get satisfaction. So, it can

be said that motivation affects job satisfaction.

Figure 1: Conceptual Framework.

From the literature review and research conceptual

framework, research hypotheses are compiled: ⎯ H1:

OC affects JS ⎯ H2: TL affects JS ⎯ H3: OC affects

M ⎯ H4: TL affects M ⎯ H5: M affects JS ⎯ H6 &

H7:M can mediate OC against JS, and TL against JS.

3 METHOD

This research was conducted at the Muhammadiyah

Aisyiyah College (PTMA) which is spread across the

province of Central Java. The time of research was

carried out from May to July 2023. This research

method is quantitative research which is defined as a

technique constructed on the positivist philosophy.

Data assembly uses research tools through survey

types. Testing a hypothesis by using statistical

calculations using path analysis or variance-based

path analysis known as Partial Least Square (PLS)

analysis. Muhammadiyah Aisyiyah College (PTMA),

which organizes nursing education, has been

accredited in the Central Java region with a total

population of 230 lecturers, it consists of 11 colleges.

The research sample used in this research has criteria,

namely holding Nursing Education at both diploma,

undergraduate, and nursing profession levels, being

accredited, and having the status of a lecturer.

Table 1: Number of Samples.

No PTMA name Sample %

1 Muhammadiyah Surakarta

University

18 8,12

2 Semarang Muhammadiyah

University

28 12.55

3 PKU Solo Health and Science

Technology Institute

19 7,38

4 Muhammadiyah University

Purwokerto

30 12.92

5 Gombong Muhammadiyah

University

23 11.44

6 Muhammadiyah University of

elan

17 7.75

7 Muhammadiyah University of

Kl t

26 8.86

8 Aisyiyah University Surakarta 21 6,64

9 Pekajangan Muhammadiyah

University

23 11.44

10 Muhammadiyah University of

Kudus

16 7,38

11 Muhammadiyah Kendal

Universit

9 5.54

Total 230 100%

The study respondents were dominated by women,

married, aged between 31 to 40 years, who had

experience as lecturers for more than five years,

undergraduate, with positions as assistant professors.

4 RESULTS AND DISCUSSION

Table 2: Measurement Model Evaluation.

Variables Cronbach's

Composite

Reliabilit

AVE

JS 0.904 0.922 0.598

OC 0.868 0.901 0.602

TL 0.953 0.960 0.684

M 0.920 0.933 0.609

The construction factor loading is obtained which

ranges from 0.7 and 0.90, offering a satisfactory

good-of-suitable for the approach. Cronbach's α is

bigger than 0.8, which means the variables can

explain the latent variable to a quite high level.

FEMIB 2024 - 6th International Conference on Finance, Economics, Management and IT Business

114

Table 3: Fornell-Larcker Criterion.

OC TL JS M

OC 0.776

TL 0.639 0.827

JS 0.612 0.788 0.774

M 0.750 0.600 0.530 0.781

The chi-square of the goodness-of-fit of the

hypothetical design has 4 degrees of freedom, i.e.: χ

2 = 7.196 and p = 0.126 (good fit between the

theoretical model and the sample data). The other

indices, χ 2/df = 1.799, AGFI = 0.939, GFI = 0.993,

RMR = 0.010, CFI = 0.997, RMSEA = 0.055, IFI =

0.997, and NFI = 0.994, all show a satisfactory

goodness-of-fit in the overall model.

Table 4: Structural equation modeling analysis.

O M STDEV O/STDEV| P values

OC -> JS 0.199 0.210 0.109 1,825 0.069

OC -> M 0.619 0.623 0.079 7,815 0.000

TL -> JS 0.676 0.670 0.080 8,436 0.000

TL -> M 0.205 0.207 0.082 2,507 0.013

M -> JS -0.025 -0.027 0.105 0.239 0.811

OC-> M -> JS -0.016 -0.020 0.067 0.231 0.818

TL -> M -> JS -0.005 -0.002 0.022 0.229 0.819

We found that OC has a direct effect on JS, TL has a

direct effect on JS, and M. Table 6 also presents that

motivation does not have a mediating part in the

connection between OC and TL to JS.

Figure 2: PLS Bootstrapping.

H1 shows that there is no organizational influence

on job satisfaction. Muhammadiyah organizational

culture can vary from one educational institution to

another, although there are general principles held.

This culture usually includes Islamic values, ethics,

morality, and approaches to education.

Muhammadiyah's organizational culture may not

directly influence lecturer satisfaction in the nursing

faculty, including; lecturers at the nursing faculty

may have values or expectations that are different

from the values espoused in the Muhammadiyah

organizational culture, policies or rules implemented

by Muhammadiyah institutions may not always

support the needs or desires of lecturers in nursing

faculties. Lecturers in nursing faculties may feel that

opportunities for career development or skill

improvement are inadequate or do not meet their

expectations, even though there is a strong

organizational culture. A strong organizational

culture may place additional pressure on faculty to

adhere to organizational values or demands, which

may impact work-life balance and personal

satisfaction. The most important thing is to create an

organizational culture that includes Islamic values

that exist within the Muhammadiyah organization so

that these values can provide competitive value for

organizational culture in running the organization

(Arifin et al., 2023; Rachma et al., 2023). H2 result is

matched with (Ginting, 2023) when employees are

capable of comprehending organizational culture

well, they will be capable of increasing their

motivation. Organizational culture as social

knowledge that is carried out together fosters shared

motivation in an association concerning norms, rules,

and values that form the behavior and attitudes of the

employees, in this case, lecturers. The emergence of

organizational culture as a conventional of traditions,

norms, values, and beliefs that are owned by the

lecturer of Higher Education. Every organization has

its specific cultural values, and it plays an imperative

role in the organization (Cherian et al., 2021). H3

result corresponds to the findings of (Fütterer et al.,

2023; Ginting, 2023) which show that

transformational leadership and organizational

culture are proven to be able to raise job satisfaction,

but are not able to encourage civil servant

performance. The important point that leaders need to

consider when they carry out their functions. Then a

leader with a transformational style is needed who

works through other staff to optimally transform

administrative resources to complete meaningful

goals by the accomplishment aims, which has been

set up. This can be seen from the organizational

culture under the auspices of Muhammadiyah. The

applied transformational leadership style used by a

manager in the Muhammadiyah organization by

widening the boundaries and performance beyond the

status quo of the organization so that the organization

can achieve a whole new set of organizational goals,

and also try to make cultural changes (Kaur Bagga et

al., 2023). H4 result is consistent with previous

research (Nurjanah et al., 2020) which shows

transformational leadership can encourage an

Modeling Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s Nursing

Lecturer

115

intensification in worker motivation directly and has

a significant positive relationship with the intrinsic

motivation of the mediator (Khan et al., 2020). H5 is

rejected. Some studies have also found that

motivation does not affect job satisfaction because

one of them is age. H5 found that there is no influence

between motivation to job satisfaction, the results of

this study are in line with the results of (Riyanto et al.,

2023; Widyanty et al., 2020) which show that

motivation has no significant effect on employee job

satisfaction. In general, for employees who have

worked for a long time and do not get a promotion, it

can affect their motivation for job satisfaction.

The results of testing the beta coefficient -0.016,

the t-statistic 0.231 is less than the T table 1.96, the p-

value is 0.818 greater than 0.05 with these results

there is no indirect impact of organizational culture

over motivation on job satisfaction. (Nie et al., 2015)

research illustrates which organizational culture can

encourage job satisfaction that has competitiveness,

although other aspects of work culture such as

employee treatment can have an impact on job

satisfaction that is different. Therefore,

organizational culture and satisfaction have a

relationship to create organizational competitiveness.

Finally, there is no direct relationship between

organizational culture and transformational

leadership through motivation to job satisfaction (H6

& H7). Intrinsic motivation is a key factor in

encouraging employee satisfaction (Adeel et al.,

2023; Saleh & Atan, 2021). The motivation for

Muhammadiyah's charitable efforts is influenced by

several factors, originating from a). biographical

characteristics of the individual; gender, age, marital

status, years of service, number of dependents, and

level of education are factors in individual

biographies that influence work motivation (Akunne

et al., 2023; Alamri, 2023; Arifin et al., 2023; Rachma

et al., 2023; Taryana et al., 2023). Age has a close

relationship with maturity in organizational life and

task skills. Gender has implications for the treatment

that will be received by individuals according to

organizational members which affects motivation at

work.

4 CONCLUSIONS

Faculty satisfaction can be influenced by many

factors, including work environment, compensation,

development opportunities, leadership qualities,

institutional policies, and organizational culture.

Muhammadiyah organizational culture can vary from

one educational institution to another, although there

are general principles held. This culture usually

includes Islamic values, ethics, morality, and

approaches to education. Identifying factors such as

management quality and others and improving them

can help increase the motivation and satisfaction of

lecturers in nursing faculties. It is important to

conduct further research to understand in depth why

Muhammadiyah's organizational culture does not

have a significant effect on lecturer satisfaction in

nursing faculties. This may involve interviews with

faculty, analysis of institutional policies, and an in-

depth assessment of the organization's culture and

values.

ACKNOWLEDGMENTS

We would like to thank you for the doctoral program

research grant to the Ministry of Education, Culture,

Research, and Technology.

REFERENCES

Adeel, A., Batool, S., & Madni, Z.-A. (2023). Intrinsic

Motivation and Creativity: the Role of Digital

Technology and Knowledge Integration Ability in

Facilitating Creativity. International Journal of

Management Studies, 30(1), 1–36. https://doi.org/10.32

890/ijms2023.30.1.1

Akunne, L. I., Nwadinobi, V. N., Mokwelu, O. B., &

Ezeokafor, S. C. (2023). The Relationship between

Teacher’s Motivation and their Job Satisfaction in

Secondary Schools in Onitsh Education Zone, Anambra

State, Nigeria. Asian Journal of Education and Social

Studies, 42(1). https://doi.org/10.9734/ajess/2023/v42i

1907

Alamri, M. M. (2023). A Model of E-Learning through

Achievement Motivation and Academic Achievement

among University Students in Saudi Arabia.

Sustainability (Switzerland), 15(3). https://doi.org/

10.3390/su15032264

Ángeles López-Cabarcos, M., Vázquez-Rodríguez, P., &

Quiñoá-Piñeiro, L. M. (2022). An approach to

employees’ job performance through work

environmental variables and leadership behaviours.

Journal of Business Research, 140, 361–369.

https://doi.org/10.1016/j.jbusres.2021.11.006

Arabeche, Z., Soudani, A., Brahmi, M., Aldieri, L., Vinci,

C. P., & Abdelli, M. E. A. (2022). Entrepreneurial

Orientation, Organizational Culture and Business

Performance in SMEs: Evidence from Emerging

Economy. Sustainability (Switzerland), 14(9).

https://doi.org/10.3390/su14095160

Arifin, A., Harahap, M. A. K., Aziz, N., Nur, M., & Pranata,

S. (2023). The Analysis of Role of Job Satisfaction and

Motivation on Teachers Performance in Integrated

FEMIB 2024 - 6th International Conference on Finance, Economics, Management and IT Business

116

Islamic High School. Journal on Education, 5(4).

https://doi.org/10.31004/joe.v5i4.2475

Asfahani, A. M. (2023). Green HRM and Servant

Leadership: Driving Competitive Advantage and

Environmental Performance in Higher Education.

Sustainability (Switzerland), 15(10). https://doi.org/

10.3390/su15107921

Aung, Z. M., Santoso, D. S., & Dodanwala, T. C. (2023).

Effects of demotivational managerial practices on job

satisfaction and job performance: Empirical evidence

from Myanmar’s construction industry. Journal of

Engineering and Technology Management - JET-M,

67. https://doi.org/10.1016/j.jengtecman.2022.101730

Awan, F. H., Dunnan, L., Jamil, K., & Gul, R. F. (2023).

Stimulating environmental performance via green

human resource management, green transformational

leadership, and green innovation: a mediation-

moderation model. Environmental Science and

Pollution Research, 30(2), 2958–2976. https://doi.org/

10.1007/s11356-022-22424-y

Ayik, Ö., & Alpullu, A. (2022). Investigating the

Relationship between Transformational Leadership and

Job Satisfaction: An Application on Trainers.

International Journal of Sport, Exercise & Training

Sciences, 8(4), 119–131. https://doi.org/10.18826/use

eabd.1163328

Cabaron, G. J., & Oco, R. M. (2023). Teachers’ Level of

Motivation and Job Satisfaction. Asian Journal of

Education and Social Studies, 45(1). https://doi.org/

10.9734/ajess/2023/v45i1971

Cherian, J., Gaikar, V., Paul, R., & Pech, R. (2021).

Corporate culture and its impact on employees’

attitude, performance, productivity, and behavior: An

investigative analysis from selected organizations of

the United Arab Emirates (UAE). Journal of Open

Innovation: Technology, Market, and Complexity, 7(1),

1–28. https://doi.org/10.3390/joitmc7010045

Colquitt, J. ; L. J. ; W. M. (2023). Organizational Behavior:

Improving Performance and Commitment in the

workplace (8th ed.). McGraw Hill.

Davidescu, A. A. M., Apostu, S. A., Paul, A., & Casuneanu,

I. (2020). Work flexibility, job satisfaction, and job

performance among romanian employees-Implications

for sustainable human resource management.

Sustainability (Switzerland), 12(15). https://doi.org/

10.3390/su12156086

Doghan, M. A. A., Abdelwahed, N. A. A., Soomro, B. A.,

& Alayis, M. M. H. A. (2022). Organizational

Environmental Culture, Environmental Sustainability

and Performance: The Mediating Role of Green HRM

and Green Innovation. Sustainability (Switzerland),

14(12). https://doi.org/10.3390/su14127510

Dorta-Afonso, D., Romero-Domínguez, L., & Benítez-

Núñez, C. (2023). It’s worth it! High performance work

systems for employee job satisfaction: The mediational

role of burnout.

International Journal of Hospitality

Management, 108. https://doi.org/10.1016/j.ijhm.20

22.103364

Eliyana, A., Ma’arif, S., & Muzakki. (2019). Job

satisfaction and organizational commitment effect in

the transformational leadership towards employee

performance. European Research on Management and

Business Economics, 25(3). https://doi.org/10.1016/

j.iedeen.2019.05.001

Fütterer, T., van Waveren, L., Hübner, N., Fischer, C., &

Sälzer, C. (2023). I can’t get no (job) satisfaction?

Differences in teachers’ job satisfaction from a career

pathways perspective. Teaching and Teacher

Education, 121. https://doi.org/10.1016/j.tate.2022.10

3942

Ginting, J. G. (2023). Organizational culture: An overview

and bibliometric analysis. Asian Journal of Economics

and Business Management, 2(2), 534–542.

https://doi.org/10.53402/ajebm.v2i2.318

Groysberg, B., Lee, J., Price, J., & Cheng, J. Y. (2018). The

Leader’s Guide to Corporate Culture: Changing your

organization’s culture can improve its performance.

Here’s how to do that. In Harvard Business Review

(Issue January-February).

Hoai, T. T., Hung, B. Q., & Nguyen, N. P. (2022). The

impact of internal control systems on the intensity of

innovation and organizational performance of public

sector organizations in Vietnam: the moderating role of

transformational leadership. Heliyon, 8(2).

https://doi.org/10.1016/j.heliyon.2022.e08954

Huang, S. S., Chen, C. Y., Kau, K., Tsai, J. M., & Tsay, S.

L. (2023). Key determinates of job satisfaction for acute

care nurse practitioners in Taiwan. BMC Nursing,

22(1). https://doi.org/10.1186/s12912-022-01156-x

Hung, Y. C., Su, T. C., & Lou, K. R. (2022). Impact of

Organizational Culture on Individual Work

Performance with National Culture of Cross-Strait

Enterprises as a Moderator. Sustainability

(Switzerland), 14(11). https://doi.org/10.3390/su1411

6897

Idris, AS, N., Soetjipto, B. E., & Supriyanto, A. S. (2021).

Predicting factors of organizational citizenship

behavior in Indonesian nurses. Heliyon, 7(12).

https://doi.org/10.1016/j.heliyon.2021.e08652

Japir Bataineh, M. A., Ghasemi, M., & Ghadiri Nejad, M.

(2023). The Role of Green Training in the Ministry of

Education’s Corporate Environmental Performance: A

Mediation Analysis of Organizational Citizenship

Behavior towards the Environment and Moderation

Role of Perceived Organizational Support.

Sustainability (Switzerland), 15(10). https://doi.org/

10.3390/su15108398

Kaur Bagga, S., Gera, S., & Haque, S. N. (2023). The

mediating role of organizational culture:

Transformational leadership and change management

in virtual teams. Asia Pacific Management Review,

28(2), 120–131. https://doi.org/10.1016/j.apmrv.2022.

07.003

Kelly, C. M., Rofcanin, Y., Las Heras, M., Ogbonnaya, C.,

Marescaux, E., & Bosch, M. J. (2020). Seeking an “i-

deal” balance: Schedule-flexibility i-deals as mediating

mechanisms between supervisor emotional support and

employee work and home performance. Journal of

Vocational Behavior, 118. https://doi.org/10.1016/

j.jvb.2019.103369

Modeling Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s Nursing

Lecturer

117

Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J.

(2020). Impact of transformational leadership on work

performance, burnout and social loafing: a mediation

model. Future Business Journal, 6(1).

https://doi.org/10.1186/s43093-020-00043-8

Lohela-Karlsson, M., Jensen, I., & Björklund, C. (2022).

Do Attitudes towards Work or Work Motivation Affect

Productivity Loss among Academic Employees?

International Journal of Environmental Research and

Public Health, 19(2). https://doi.org/10.3390/ijerph190

20934

Mittal, S., & Dhar, R. L. (2016). Effect of green

transformational leadership on green creativity: A study

of tourist hotels. Tourism Management, 57, 118–127.

https://doi.org/10.1016/j.tourman.2016.05.007

Mustafa, M., Ramos, H. M., & Zainal Badri, S. K. (2023).

Determining nonfamily employees’ job satisfaction and

turnover intentions: the roles of job autonomy and work

passion. Journal of Family Business Management,

13(2). https://doi.org/10.1108/JFBM-08-2020-0079

Mysirlaki, S., & Paraskeva, F. (2020). Emotional

intelligence and transformational leadership in virtual

teams: lessons from MMOGs. Leadership and

Organization Development Journal, 41(4).

https://doi.org/10.1108/LODJ-01-2019-0035

Nastavia, P., & Lista, M. (2022). The Effect of

Transformational Leadership on Employee

Performance Through Job Satisfaction and

Organizational Commitment. IAIC Transactions on

Sustainable Digital Innovation (ITSDI), 4(1), 8–21.

https://doi.org/10.34306/itsdi.v4i1.565

Nie, Y., Chua, B. L., Yeung, A. S., Ryan, R. M., & Chan,

W. Y. (2015). The importance of autonomy support and

the mediating role of work motivation for well-being:

Testing self-determination theory in a Chinese work

organisation. International Journal of Psychology,

50(4). https://doi.org/10.1002/ijop.12110

Nurjanah, S., Pebianti, V., & Handaru, A. W. (2020). The

influence of transformational leadership, job

satisfaction, and organizational commitments on

Organizational Citizenship Behavior (OCB) in the

inspectorate general of the Ministry of Education and

Culture. Cogent Business and Management, 7(1).

https://doi.org/10.1080/23311975.2020.1793521

Nuryanto, & Pambuko, Z. B. (2019). A study on the effect

of human resource empowerment on productivity:

Evidence from Indonesian higher education.

Management Science Letters, 9(12).

https://doi.org/10.5267/j.msl.2019.7.008

Nusraningrum, D. (2018). Top management vision through

role models, determination and dicsiplines. In

International Journal of Economics and Business

Administration (Vol. 6, Issue 4, pp. 48–61).

Nusraningrum, D., & Dores, A. (2018). the Workforce

Quality of Asean Economic Community: Case in

Indonesia. Pdfs.Semanticscholar.Org, 1(1).

Nusraningrum, D., Mekar, T. M., Ahmad, F. S., Wibowo,

M. W., & Hanafiah, A. (2023). Improving the Green

Behavior of Millennials at HEIs: Green

Transformational Leadership and Digital Green

Campaign on Green Thinking in Indonesia. Migration

Letters, 20(7), 1203–1220. www.migrationletters.com

PP Muhammadiyah. (2010). Tanfidz Keputusan Muktamar

Satu Abad Muhammadiyah.

Putra, G. N. S., & Dewi, I. G. A. M. (2019). Effect of

transformational leadership and organizational culture

on employee performance mediated by job motivation.

International Research Journal of Management, IT and

Social Sciences, 6(6), 118–127. https://doi.org/

10.21744/irjmis.v6n6.778

Qomariah, N., Lusiyati, Nursaid, & Martini, N. N. P.

(2022). Motivation in Improving Employee

Performance : With Job Satisfaction. Jurnal Aplikasi

Manajemen, 20(3).

Rachma, Y. E., Mokan, A., Badriyyah, E. S. R., Gusliana,

E., & Tawil, M. R. (2023). The Effect of Principal

Transformational Leadership and Motivation on

Performance of Teacher in Islamic Elementary School.

Journal on Education, 5(3). https://doi.org/10.31004/

joe.v5i3.1493

Rafique, M. A., Hou, Y., Chudhery, M. A. Z., Waheed, M.,

Zia, T., & Chan, F. (2022). Investigating the impact of

pandemic job stress and transformational leadership on

innovative work behavior: The mediating and

moderating role of knowledge sharing. Journal of

Innovation and Knowledge, 7(3). https://doi.org/

10.1016/j.jik.2022.100214

Rahmawati, Y., Hariri, H., riswanti, R., & Sowiyah. (2022).

Transformational and Instructional Leadership Styles to

Improve Teacher Performance: Literature Review.

International Journal of Current Science Research and

Review, 05(07), 2757–2764. https://doi.org/10.47191/

ijcsrr/V5-i7-61

Riyanto, S., Handiman, U. T., Gultom, M., Gunawan, A.,

Putra, J. M., & Budiyanto, H. (2023). Increasing Job

Satisfaction, Organizational Commitment and the

Requirement for Competence and Training. Emerging

Science Journal, 7(2). https://doi.org/10.28991/ESJ-

2023-07-02-016

Roscoe, S., Subramanian, N., Jabbour, C. J. C., & Chong,

T. (2019). Green human resource management and the

enablers of green organisational culture: Enhancing a

firm’s environmental performance for sustainable

development. Business Strategy and the Environment,

28(5). https://doi.org/10.1002/bse.2277

Royani, I., Mudhofir, M., Muharom, F., & Rabbani, I.

(2022). The Effect of Training and Work Motivation on

Lecturer Performance Study at Zainul Hasan Genggong

University. Tadbir : Jurnal Studi Manajemen

Pendidikan, 6(1). https://doi.org/10.29240/jsmp.v6i1.4

665

Sadya, S. (2023, April 10). Ada 4.004 Perguruan Tinggi di

Indonesia pada tahun 2022. dataindonesia.id/ragam/

detail/ada-4004-perguruan-tinggi-di-indonesia-pada-

2022

Saeedi, M., & Parvizy, S. (2019). Strategies to promote

academic motivation in nursing students: A qualitative

study. Journal of Education and Health Promotion,

8(1). https://doi.org/10.4103/jehp.jehp_436_18

FEMIB 2024 - 6th International Conference on Finance, Economics, Management and IT Business

118

Saleh, R., & Atan, T. (2021). The involvement of

sustainable talent management practices on employee’s

job satisfaction: Mediating effect of organizational

culture. Sustainability (Switzerland), 13(23).

https://doi.org/10.3390/su132313320

Santoso, H., Elidjen, Abdinagoro, S. B., & Arief, M.

(2019). The role of creative self-efficacy,

transformational leadership, and digital literacy in

supporting performance through innovative work

behavior: Evidence from telecommunications industry.

Management Science Letters, 9(Spceial Issue 13),

2305–2314. https://doi.org/10.5267/j.msl.2019.7.024

Setyaningsih, D., Tinggi, S., Islam, A., Sultan, N., & Riau,

A. K. (2021). Implementasi Manajemen Strategi Dalam

Meningkatkan Mutu Pendidikan.

Shahzad, M., Qu, Y., Ur Rehman, S., Ding, X., & Razzaq,

A. (2023). Impact of stakeholders’ pressure on green

management practices of manufacturing organizations

under the mediation of organizational motives. Journal

of Environmental Planning and Management, 66(10).

https://doi.org/10.1080/09640568.2022.2062567

Smith, J. R., Farias, M. C. Q., Carvalho, M. M., & Alencar,

M. S. (2008). Digital television broadcasting in Brazil.

IEEE Multimedia, 15(2). https://doi.org/10.1109/

MMUL.2008.25

Taryana, T., Riniati, W. O., Haddar, G. Al, Sembiring, D.,

& Mutmainnah, M. (2023). The Influence of Teacher

Certification and Teaching Motivation on Teacher

Performance. Journal on Education, 5(3).

https://doi.org/10.31004/joe.v5i3.1455

Wang, X., Zhou, K., & Liu, W. (2018). Value congruence:

A study of green transformational leadership and

employee green behavior. Frontiers in Psychology,

9(OCT). https://doi.org/10.3389/fpsyg.2018.01946

Widyanty, W., Daito, A., Riyanto, S., & Nusraningrum, D.

(2020). Gaining a competitive advantage through

strategic human resource management in Indonesian

construction industry. Management Science Letters,

10(9), 2021–2028. https://doi.org/10.5267/j.msl.20

20.2.010

Yusuf, M., Haryoto, C., & Husainah, N. (2022). The Effect

of Self-Efficiency and Organizational Justice On

Lecturers’ Career Development With Work Motivation

as A Variable Mediation At Muhammadiyah Higher

Education In DKI Jakarta. Devotion Journal of

Community Service, 3(14). https://doi.org/10.36418/

dev.v3i14.322

Modeling Organizational Culture, Transformational Leadership, Motivation, Job Satisfaction: Muhammadiyah Aisyiyah College’s Nursing

Lecturer

119