Organizational Learning Culture Through Job Satisfaction Based on Servant Leadership and Transcendental Leadership
- 10.2991/aebmr.k.200520.024How to use a DOI?
- servant leadership, transcendental leadership, job satisfaction, organizational learning culture
This study is an investigation of the mediating role of job satisfaction in the relationship between two leadership styles, servant leadership and transcendental leadership as independent variables, and organizational learning culture as the dependent variable. Hypotheses that were developed based on theories were tested in a quantitative analysis and two hundreds and fifty nurses in sixteen maternity hospitals were the respondents. They gave their choice of answers to the items in the questionnaires, the instruments, which were commonly used for collecting primary data. We used systematically random sampling in obtaining the respondents. The results of the study showed that all indictors of each variables were valid and reliable, and Lisrel 8.80 statistical program then analysed the valid and reliable items and the data. The hypothesized model was also fit, and then the results both supported and refuted the results of previous studies. We clearly found inconsistencies in some relationships. Although servant leadership and transcendental were the same focus on the long-term relationships between leaders and followers, they still influenced job satisfaction partially, not simultaneously.
- © 2020, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Afriyadi Cahyadi AU - Agustina Hanafi AU - Yuliansyah M. Diah PY - 2020 DA - 2020/05/23 TI - Organizational Learning Culture Through Job Satisfaction Based on Servant Leadership and Transcendental Leadership BT - Proceedings of the 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019) PB - Atlantis Press SP - 141 EP - 147 SN - 2352-5428 UR - https://doi.org/10.2991/aebmr.k.200520.024 DO - 10.2991/aebmr.k.200520.024 ID - Cahyadi2020 ER -