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DOI: https://doi.org/10.33258/birci.v5i4.7326
The Effect of Transformational Leadership and Learning Organizations through Organizational Culture as Moderation on Organizational Citizenship Behavior
Sigit Dany Setiyono
Faculty of Administrative Science, Universitas Brawijaya, Indonesia Sigit.d.s@gmail.com
I. Introduction
The reason that transformational leadership was selected as an important variable for this study was due to the fact that this kind of organization leadership makes visions of the organization clearly (Trofino, 2000). Transformational leadership was one of the independent variables believed to affect police officers' perceptions towards Organizational Citizenship Behavior (OCB) (Kim, 2012). Leadership refers to the ability to encourage a group of people within an organization to achieve democratic policing that upholds new values such transparency and accountability and puts the public interest ahead of justice and human rights (Karnavian & Sulistyo, 2017). For the police organization in a territory unit that has been designated as a "Corruption Free Area Integrity Zone/ Clean and Serving Bureaucracy Area," leadership was a crucial element of management.
The next variable which becomes the focus of this research was Learning Organizations. As according to Marquardt (2002) for fifteen years interacted with various Learning Organizations including (1) learning; (2) organization; (3) people; (4) knowledge;
and (5) technology. Those five sub-systems were major elements for organization’s Abstract
The concept of Organizational Citizenship Behavior (OCB) is highly relevant to the discretion of Polri officers, especially in improving organizational performance. Three factors assumed to have a positive influence on the emergence and development of OCB in the police are namely: (1) Transformational Leadership Factor, (2) Learning Organization Factor, and (3) Organizational Culture Factor (moderating variable). Five dimensions of OCB are altruism, conscientiousness, civic virtue, sportsmanship, and courtesy. This research was conducted to examine the influence of Transformational Leadership and Learning Organizations through Organizational Culture as a moderation on OCB of POLRI officers in Resort Police environment with the predicate of Corruption- Free Region Integrity Area and/or Clean and Serving Bureaucracy Area in the East Java Regional Police Legal Area. Research respondents were 1.634 members of the National Police from seven Resort Polices in East Java Regional Police area. The sampling technique was purposive random sampling. Data processing used the Organizational Citizenship Behavior Checklist (OCB-C) instrument. The results of hypothesis testing that have been carried out using the bootstrapping method with SmartPLS 3.0 software showed that Learning Organizations and Transformational Leadership had significant positive effect on the dependent variable, namely OCB of POLRI officers, either directly or through Organizational Culture as the moderating variable.
Keywords
transformational leadership;
learning organization;
organizational culture;
organizational citizenship behavior (OCB)
Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Volume 5, No 4, November 2022, Page: 31301-31314 e-ISSN: 2615-3076 (Online), p-ISSN: 2615-1715 (Print)
www.bircu-journal.com/index.php/birci email: birci.journal@gmail.com
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continuity or perpetuity. The Learning Organization variable with these five dimensions was one of the variables hypothesized to affect the OCB of police officers in the Regional Police predicated as “Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area”.
Police’s Organizational Culture was firstly introduced by Wilson (2009) in his well- known study entitled "Varieties of Police Behavior”. There were three kinds of policing organizations, namely: legalistic, watchman, and services. Each kind was effective to shape organization members’ behavior and shape the management of police organization’s structure. Even though there were previous studies related to OCB, the concept of OCB was still not put as the top interest in law enforcement organizations including in police organization. Therefore, it was significant to examine OCB because of its ability to increase organization’s effectiveness and success (Organ, 1988).
Based on the above explanation, this research aims to examine the effect of Transformational Leadership and Learning Organizations through Organizational Culture as moderation on Organizational Citizenship Behavior (OCB) of police officers in Regional Police environment which has been predicated as “Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area” in East Java Regional Police Legal Area, which include Resort Police of Surabaya City, Resort Police of Sidoarjo City, Resort Police of Jember, Resort Police of Banyuwangi, Resort Police of Gresik, Resort Police of Situbondo, and Resort Police of Mojokerto City.
The urgency of this research to be conducted was to be able to discover the factors which can be correlated to achieve Organizational Citizenship Behavior of Republic of Indonesia Police officers in Regional Unit in order to realize Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area.
1.1 Formulation of Research Problems
On the basis of the foregoing explanation, the following research problems have been formulated as follows:
1. Is there any difference in police officers’ perception towards Transformational Leadership, Learning Organization, Organizational Culture, and Organizational Citizenship Behavior?
2. Is there any effect of Transformational Leadership on Organizational Culture?
3. Is there any effect of Transformational Leadership on Organizational Citizenship Behavior?
4. Is there any effect of Learning Organization on Organizational Culture?
5. Is there any effect of Learning Organization on Organizational Citizenship Behavior?
6. Is there any effect of Organizational Culture on Organizational Citizenship Behavior?
7. Is there any effect of Transformational Leadership on Organizational Citizenship Behavior through moderation of Organizational Culture?
8. Is there any effect of Learning Organization on Organizational Citizenship Behavior through moderation of Organizational Culture?
1.2 Research Objective
This research aims to analyze the effort to shaping Organizational Citizenship Behavior for police officers which will influence the performance improvement and the quality of public service as the main variables influenced by three predictive variables (Transformational Leadership, Learning Organization, and Organizational Culture).
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II. Review of Literature
2.1 Transformational Leadership Effect
Transformational Leadership has affected the behavior and basic assumption of organization’s members, shaping similar mentality to achieve company’s goals. This leadership style usually led to higher performance compared to transactional leadership (Bass & Avolio, 2000). Transformational leader encourages explicit and tacit knowledge transfer among individuals and throughout the organization. (Schön & Argyris, 1996).
Tacit knowledge was more strategic than explicit knowledge, resulted in sustained competitive dominance and organizational performance improvement.
In the context of a police organization, the police manager was motivated to persuade the officers to embrace particular objectives and values not because doing so would lead to the desired personal consequences or failing to do so would create negative outcomes, but rather because it was the right and proper thing to do or the best way to proceed (Mastrofski, 2004). As a result, Transformational Leadership was characterized as effective since it transforms an organization into a learning process to address issues by providing strategies needed by the organization in the future.
2.2 Learning Organization’s Benchmark
Learning Organization refers to an organization where the organization members continuously tried to increase their capacity and capability to achieve the desired outcomes and new mindset was fostered, the members were in harmony and continuously learn to saw things as a whole together (Senge, 2004).
The term "Learning Organization" may be used to describe the methods by which an organization adapts and grows (Garavan, 1997). Before becoming a Learning Organization, the company's structure and strategy should face major changes. To develop as this new entity, company has to reconfigure themselves by focusing on four organization sub-system dimensions: vision, culture, strategy, and structure (Marquardt, 2002). Each of the four dimensions has to change in the objective and the design from the one focus solely on work and productivity to be in sync in focusing on learning and development.
Based on the above explanation, Learning Organization aims at not only increasing employees’ knowledge and skill but also building and growing the organization and shaping the flexible Learning Organization’s dynamics.
Organizational Culture as Moderation on Organizational Citizenship Behavior (OCB)
Robbins & Judge (2008) emphasized that the concept of Organizational Culture as a shared meaning system and becomes the organization’s distinguishing feature. Luthans et al. (2021) highlights the concept of Organizational Culture as the basic pattern of feeling, thinking, and acting which was trained hereditarily. Meanwhile, Schein (2004) emphasized the concept of Organizational Culture as the basic assumption pattern which was developed to overcome organizational problems. Every of those three definitions above puts the emphasis on the concept of Organizational Culture. From the aforementioned concepts, it can be concluded that Organizational Culture was the primary foundation for the members of the organization in their embodiment as the collective behavior to act, think, and feel in accordance with the unique characteristics of an organization in daily life.
Organizational Citizenship Behavior (OCB) was first proposed by Organ (1988), which was then mentioned by a lot of studies, one of which was the research conducted by Schnake et al. (1995), introducing five key dimensions from OCB, and they are as follows:
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1. Altruism is prioritizing other people’s interest for example by helping colleague in a task;
2. Conscientiousness contains in-role behaviors which fulfill the level above the required minimum standard such as working meticulously, coming earlier, obeying the rules, and so on;
3. Civic Virtue is the voluntary involvement or participation on the organization’s political life (history and development) both in professional and natural social ways;
4. Sportsmanship indicates sportive behavior, less complaining, having good attitude, for example working without complaining; and
5. Courtesy is well-mannered attitude, respecting others or alleviating the work-related problems faced together with others.
OCB refers to individual, discretionary action by employees outside their formal job description. Managers who know the pro and cons of OCB can help employees to contribute optimally to organization and avoid boredom.
III. Research Method
The setting of the research was Area Units with the predicate of Corruption-Free Area Integrity Zone and Clean and Serving Bureaucracy Area around 2016 to 2019 which were covered in East Java Regional Police Legal area. The population of this research was 4.714 POLRI officers in 7 Resort Police, namely Resort Police of Sidoarjo City, Resort Police of Gresik, Resort Police of Mojokerto City, Resort Police of Situbondo, Resort Police of Surabaya, Resort Police of Jember, and Resort Police of Banyuwangi. In each of those Resort Polices, there were various operational units such as Search, Traffic, Intelligence, Community Building, and supporting units such as Human Resource Section and Administration. The sampling technique employed was purposive random sampling.
The determination of respondents’ number used Slovin’s theory (Ridwan, 2005):
n = sample; N = population; d = precision value
If the population number was 4.714 and the desired error level was 2% (0,02), and the result can be seen as follows:
3.1 It was rounded off as 1.634.
Thus, the number of respondents was 1.634 people.
The variables used in this research was OCB as the dependent variable and the independent variable dimensions which consisted of transformational leadership variable, learning organization variable, while organizational culture as moderation variable. The instrument used in this research was structured questionnaire based on Likert scale.
The data analysis method in this study was quantitative with Structural Equation Model (SEM) approach based on Partial Least Square (PLS) and by using Smart PLS software. According to Ghozali (2012), PLS is a quite strong analysis method because it is not based on a lot of assumptions.
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IV. Result and Discussion
Data analysis includes model outer test, validity test, model inner test, hypothesis testing, and pilot study test.
4.1 Variable Descriptive Analysis
Table 1. Validity Test Using Fornell and Larcker Description OC TL OCB LO
OC 0.913
TL 0.857 0.890
OCB 0.858 0.886 0.903
LO 0.957 0.916 0.885 0.963
Based on the result of discriminant validity test, it was revealed that all research variables had square root value of Average Variance Extracted (AVE) above the correlation value of the other latent variables so that it can be concluded that the model of this research had met the good discriminant validity requirement.
Validity and reliability tests also can be overviewed from reliability value of a variable and the AVE value of each variable. Reliability test in this research was done by observing the value of Cronbach’s Alpha and Composite Reliability and also the AVE value. Variables were said to meet the requirement to have high reliability score if the value of Cronbach’s Alpha passes 0.7, the value of Composite Reliability passes 0,7, and the AVE value was above 050. Thus, it can be concluded that the research variables met reliable criteria.
The descriptive analysis of this research includes the statistical test on research variables and the dimensions and also doing categorization towards the existing data. In addition, the analysis was also done on the respondents’ responses. The description analysis result came from the respondents’ answer in the distributed questionnaire.
Afterward, those answers were categorized into three categories namely high, moderate, and low according to the interval limit.
Table 2. Interval Limit Categories (Azwar, 2009) Category Interval Limit
High X ≥ M + SD
Moderate M - SD ≤ M + SD
Low X < M - SD
4.2 Descriptive Analysis of Transformational Leadership Variable
The scale used in this research was Likert scale with score range of 1 to 5.
Transformational Leadership variable had 37 statement items. The information collected from this descriptive analysis consisted of minimum score, maximum score, mean, and deviation standard. The result of data calculation on Transformational Leadership variable can be seen in Table 2 above.
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4.3 Descriptive Analysis of Transformational Leadership Variable
Table 3. Dimension Descriptive Statistic of Transformational Leadership Variable Dimension N Min Max Mean SD
ii 1634 1.00 5.00 4.4811 0.54688 im 1634 1.00 5.00 4.4424 0.55800 is 1634 1.11 5.00 4.1036 0.56353 ic 1634 1.11 5.00 4.1570 0.56016
From Table 3, it can be concluded that four dimensions of Transformational Leadership variable had mean above 4. In other wors, it can be said that the respondents gave good assessment on each Transformational Leadership variable dimension. However, intellectual stimulation dimension was a dimension with the lowest mean. Thus, the leader should motivate the members to find different perspectives in solving problems, suggest new ways in doing the job, and recommending to not thinking with old mindset in completing job.
4.4 Descriptive Analysis of Learning Organization Variable
Table 4. Dimension Descriptive Statistic on Learning Organization Variable Dimension N Min Max Mean SD
kt 1634 1.00 5.00 4.3794 0.58196 m 1634 1.00 5.00 4.4454 0.57468 kb 1634 1.00 5.00 4.4679 0.54961 ks 1634 1.00 5.00 4.2743 0.57920
From Table 4, it can be concluded that four dimensions of Learning Organization variable had the mean above 4. This indicated that the respondents gave good assessment on each dimension of Learning Organization variable. However, organization transformation (to) was a dimension with the lowest mean. Therefore, police organization should improve organization transformation by supporting and respecting team in learning and constructing a way to upgrade the learning.
4.5 Descriptive Analysis of Organizational Culture Variable
Table 5. Dimension Descriptive Statistic on Organizational Culture Variable Dimension N Min Max Mean SD
kt 1634 1.00 5.00 4.3794 0.58196 m 1634 1.00 5.00 4.4454 0.57468 kb 1634 1.00 5.00 4.4679 0.54961 ks 1634 1.00 5.00 4.2743 0.57920
From Table 5, it can be concluded that four dimensions of Organizational Culture variable had the mean above 4. This value suggested that the respondents gave good assessment on each dimension of Organizational Culture variable. However, consistency dimension (ks) was a dimension with the lowest mean. Hence, the police officers should be easy in coordinating projects with different divisions in the institution, able to work
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together in achieving the best solution, easy in achieving consensus even in difficult situation and implementing good ethical codes.
4.5 Descriptive Analysis of Organizational Citizenship Behavior Variable (OCB)
Table 6. Dimension Descriptive Statistic on Organizational Citizenship Behavior (OCB) Dimension N Min Max Mean SD
a 1634 1.00 5.00 4.3084 0.63311 cs 1634 1.00 5.00 4.4922 0.56888 s 1634 1.00 5.00 4.0592 0.67892 ct 1634 1.00 5.00 4.4248 0.59707 cv 1634 1.00 5.00 4.3637 0.60934
From Table 6, it can be concluded that five dimensions of Organizational Citizenship Behavior (OCB) variable had the mean above 4. This implied that the respondents gave good assessment on each dimension of Organizational Citizenship Behavior (OCB) variable. However, sportsmanship dimension was a dimension with the lowest mean.
Therefore, the police officers should focus more on good and positive thing compared to blaming other people and participate in self-development program.
Matrix of Cross-Variables Correlation
As shown in Table 7, related to the correlation matrix presented to overview the correlation strength and significance among the research variables which had meaning that can be interpreted in overviewing the correlation strength and significance.
Table 7. Matrix of Cross-Variables Correlation
Description LO TL OC OCB
LO 1.000
TL 0.896 (p=0.000) 1.000
OC 0.912 (p=0.000) 0.901 (p=0.000) 1.000
OCB 0.786 (p=0.000) 0.806 (p=0.000) 0.792 (p=0.000) 1.000 Based on Table 7, it can be explained that:
1) There was a significant correlation between Learning Organization and Organizational Citizenship Behavior (OCB) because the significance value was less than 5% that was 0.000. The correlation of Learning Organization and Organizational Citizenship Behavior was categorized as strong with correlation value of 0.786.
2) There was a significant correlation between Transformational Leadership and Organizational Citizenship Behavior (OCB) because the significance value was less than 5% that was 0.000. The correlation between Transformational Leadership and Organizational Citizenship Behavior (OCB) was categorized as very strong with correlation value of 0.806.
3) There was a significant correlation between Organizational Culture and Organizational Citizenship Behavior (OCB) because the significance value was less than 5% that was 0.000. The correlation between Organizational Culture and Organizational Citizenship Behavior (OCB) was categorized as strong with correlation value of 0.792.
4) There was a significant correlation between Learning Organization and Transformational Leadership because the significance value was less than 5% that was
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0.000. The correlation between Learning Organization and Transformational Leadership was categorized as very strong with correlation value of 0.896.
5) There was a significant correlation between Learning Organization and Organizational Culture because the significance value was less than 5% that was 0.000. The correlation between Learning Organization and Organizational Culture was categorized as very strong with correlation value of 0.912.
6) There was a significant correlation between Transformational Leadership and Organizational Culture because the significance value was less than 5% that was 0.000.
The correlation between Transformational Leadership and Organizational Culture was categorized as very strong with correlation value of 0.901.
VALIDITY TEST 4.6 Convergent Validity Test
Convergent validity test was done by examining the loading factor score of each indicator towards the variables. The indicator of meeting the valid requirement is if it has the score above 0.70.
Table 8. Loading Factor Score
Variable Dimension Convergent
Validity
Learning Organization (LO)
Learning Dynamics 0.950
Knowledge Management 0.934 Community Empowerment 0.961 Information Technology 0.942 Organization
Transformation 0.915
Transformational Leadership (TL)
Idealized Influence 0.933
Individual Consideration 0.899 Inspirational Motivation 0.949 Intellectual Stimulation 0.872
Organizational Culture (OC)
Adaptation Capability 0.949
Involvement 0.917
Consistency 0.875
Mission 0.926
Organizational Citizenship Behavior (OCB)
Altruism 0.866
Civic Virtue 0.864
Conscientiousness 0.888
Courtesy 0.901
Sportsmanship 0.701
According to Table 8, it can be seen that the indicators had loading factor score above 0.7. This indicated that all indicators in this research can be said as valid to be used to measure the variables. Beside examining the loading factor score of each indicator, convergent validity test would also be done by seeing the Average Variance Extracted (AVE) score in each variable. The requirement of a variable to be categorized as valid is if it had AVE score above 0.50. The following is the AVE score of each variable:
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Table 9. AVE Score
Variable AVE
Learning Organization 0.884
Transformational Leadership 0.835
Organizational Culture 0.841
Organizational Citizenship Behavior (OCB) 0.718
According to Ghozali & Latan (2015), the resulted AVE score has to be above 0.5.
The score indicates that 50% or more variance indicator can be explained. Based on Table 8, AVE score for each variable used in this research was above 0.5 so that those variables met the criteria.
4.7 Discriminant Validity Test
Discriminant validity test was done to make sure that each concept of every latent variable was different from other variables. Model has good validity discriminant if every loading score of each indicator of a latent variable has the biggest loading score with other loading score on the other latent variables. The result of discriminant validity test using Fornell and Larcker’s criteria is as follow:
Table 10. Validity Test Using Fornell and Larcker
Description BO KT OCB OP
Organizational Culture 0.917
Transformational Leadership 0.905 0.914
OCB 0.805 0.827 0.847
Learning Organization 0.914 0.900 0.799 0.940
From the result of discriminant validity test in Table 9, it can be summarized that all variables already had square root score of Average Variance Extracted (AVE) above the correlation score with other latent variables. Thus, it can be concluded that the model in this research had met the requirement as good discriminant validity. Discriminant validity test was also done using cross loading test. The following was the cross-loading score of each research indicator.
4.8 Reliability Test
Reliability of a variable can be measured from Cronbach’s Alpha score and Composite Reliability score of each variable. A variable was said to meet the requirement to have high reliability score if the Cronbach’s Alpha score is above 0.7 and the Composite Reliability score is above 0.7.
Table 11. Variable Reliability
Variable Composite
Reliability
Cronbach’s Alpha
Learning Organization 0.975 0.968
Transformational Leadership 0.953 0.934
Organizational Culture 0.955 0.937
Organizational Citizenship Behavior (OCB) 0.927 0.900
Based on the result of reliability test in Table 10, the Cronbach’s Alpha score and Composite Reliability score of Learning Organization, Transformational Leadership,
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Organizational Culture, and Organizational Citizenship Behavior (OCB) variables > 0.7, which means that all variables in this study met the good variable reliability.
4.9 Determination Coefficient Test
According to Ghozali (2016), the effect category of independent variable on dependent variable namely R-square was considered as high if it has the score approximately 0.75, was considered as moderate if the score was approximately 0.50, and said as low if the score was approximately 0.25. The following is the result of determination coefficient in this research model.
Table 12. R-Square Model
Variable R-Square
Organizational Culture 0.871
Organizational Citizenship Behavior 0.706
In Table 12, the R-Square score of the effect of Learning Organization and Transformational Leadership on Organizational Culture obtained score of 0.871. The number indicated that Organizational Culture was influenced by Learning Organization and Transformational Leadership as much as 87.1%, while the rest 12.9% was influenced by other factors which could not be explained in this study.
Besides, R-Square score in the effect of Learning Organization, Transformational Leadership, and Organizational Culture on Organizational Citizenship Behavior (OCB) obtained score of 0.706. The number implied that OCB was influenced by Learning Organization, Transformational Leadership, and Organizational Culture as much as 70.6%, while the rest 29.4% was also influenced by other factors which could not be explained in this study.
4.10 Hypothesis Testing
Hypothesis testing included partial effect significance test and simultaneous effect significance test. The overall testing was used to test the research hypothesis.
Significance test was used to test independent variable effect on dependent variable.
The hypotheses used in this testing were as follow:
Ho: Independent variable does not significantly influence on the dependent variable Ha: Independent variable significantly influences the dependent variable
Based on the testing result, if the significance score > 5% then the Ho was rejected and it can be concluded that independent variable significantly influenced the dependent variable. Meanwhile, if the significance score < 5% then the Ho was accepted and it can be concluded that independent variable did not influence the dependent variable.
From the result of the significance test, it can also discover the correlation direction of independent variable effect on dependent variable. The correlation direction can be found from the sample original score from each effect correlation. If the effect correlation direction was positive, the independent variable effect on dependent variable effect was positive. Meanwhile, if the sample original score was negative, the effect correlation direction of the independent variable on the dependent variable was contradictory.
Table 13. Result of Research Hypotheses Testing
Hypothesis Sample Original (O) T Statistics (|O/STDEV|) P Values Description
LO OC 0.521 9.107 0.000 Accepted
TL OC 0.437 7.350 0.000 Accepted
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LO OCB 0.170 2.786 0.006 Accepted
TL OCB 0.473 9.529 0.000 Accepted
OC OCB 0.221 3.745 0.000 Accepted
Based on the result of the research hypotheses testing in Table 12 above, it can be concluded that:
1. Hypothesis testing of the effect of Learning Organization variable on Organizational Culture variable
H01: α = 0 showed that Learning Organization variable did not have positive effect on Organizational Culture variable.
Ha1: α ≠ 0 showed that Learning Organization variable had positive effect on Organizational Culture variable.
The first hypothesis had p-value of 0.000 (< 0.05) and the t-statistic value of 9.107 (>1.96). The sample original score was 0.521 (positive), thus it can be said that the correlation of Learning Organization variable and Organizational Culture variable was positive. The result showed that if the value of Learning Organization variable increased by 0.521, the value of Organizational Culture variable would also increase by 0.521.
Therefore, it can be concluded that the H01 was rejected and the Ha1 was accepted. In other words, Learning Organization variable had positive effect on Organizational Culture variable.
2. Hypothesis testing of the effect of Transformational Leadership variable on Organizational Culture variable
H02: α = 0 showed that Transformational Leadership variable did not have positive effect on Organizational Culture variable.
Ha2: α ≠ 0 showed that Transformational Leadership variable had positive effect on Organizational Culture variable.
The second hypothesis had p-value of 0.000 (< 0.05) and the t-statistic value of 7.350 (>1.96). The sample original value was 0.437 (positive), so it can be said that the correlation between Transformational Leadership variable and Organizational Culture variable was positive. The result indicated that if the value of Transformational Leadership variable increased by 0.437, then the value of Organizational Culture variable would also increase by 0.437. Thus, it can be concluded that the H02 was rejected and the Ha2 was accepted. Hence, Transformational Leadership variable had positive effect on Organizational Culture.
3. Hypothesis testing of the effect of Learning Organization variable on Organizational Citizenship Behavior (OCB)
H03: α = 0 showed that Learning Organization variable did not have positive effect on Organizational Citizenship Behavior variable.
Ha3: α ≠ 0 showed that Learning Organization variable had positive effect on Organizational Citizenship Behavior variable.
The third hypothesis had p-value of 0.006 (< 0.05) and the t-statistic value of 2.786 (>1.96). The sample original value was 0.170 (positive), so it can be said that the correlation between Learning Organization variable and Organizational Citizenship Behavior variable was positive. The result indicated that if the value of Learning Organization variable increased by 0.170, then the value of Organizational Citizenship Behavior variable would also increase by 0.170. Thus, it can be concluded that the H03 was rejected and the Ha3 was accepted. As a result, Learning Organization variable had positive effect on Organizational Citizenship Behavior.
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4. Hypothesis testing of the effect of Transformational Leadership variable on Organizational Citizenship Behavior (OCB)
H04: α = 0 showed that Transformational Leadership variable did not have positive effect on Organizational Citizenship Behavior variable.
Ha4: α ≠ 0 showed that Transformational Leadership variable had positive effect on Organizational Citizenship Behavior variable.
The fourth hypothesis had p-value of 0.006 (< 0.05) and the t-statistic value of 9.529 (>1.96). The sample original value was 0.473 (positive) so it can be said that the correlation between Transformational Leadership variable and Organizational Citizenship Behavior variable was positive. The result indicated that if the value of Transformational Leadership variable increased by 0.473, then the value of Organizational Citizenship Behavior variable would also increase by 0.473. Thus, it can be concluded that the H04 was rejected and the Ha4 was accepted. It means that Transformational Leadership variable had positive effect on Organizational Citizenship Behavior.
5. Hypothesis testing of the effect of Organizational Culture variable on Organizational Citizenship Behavior (OCB) behavior
H05: α = 0 showed that Organizational Culture variable did not have positive effect on Organizational Citizenship Behavior variable.
Ha5: α ≠ 0 showed that Organizational Culture variable had positive effect on Organizational Citizenship Behavior variable.
The fifth hypothesis had p-value of 0.006 (< 0.05) and the t-statistic value of 3.745 (>1.96). The sample original value was 0.221 (positive), so it can be said that the correlation between Organizational Culture variable and Organizational Citizenship Behavior variable was positive. The result indicated that if the value of Organizational Culture variable increased by 0.221, then the value of Organizational Citizenship Behavior variable would also increase by 0.221. Thus, it can be concluded that the H05 was rejected and the Ha5 was accepted. As such, Organizational Culture variable had positive effect on Organizational Citizenship Behavior.
Organizational Culture variable in this research played the role as intervening variable. The following was the mediation result of Organizational Culture variable in mediating the effect of Learning Organization and Transformational Leadership on Organizational Citizenship Behavior.
Table 14. Result of Indirect Effect Testing Indirect Effect Sample
Original (O)
T Statistics (|O/STDEV|)
P
Values Desc.
LO OC OCB 0.115 4.047 0.000 Accepted
TL OC OCB 0.097 2.782 0.006 Accepted
Based on the result of research hypotheses testing in Table 13, it can be concluded that:
The result showed that if the score of Transformational Leadership variable increased by 0.097 then the score of Organizational Citizenship Behavior variable through Organizational Culture variable would also increase by 0.097. Therefore, it can be concluded that Organizational Culture variable could mediate the effect of CCN and vice versa.
1. The effect of Organizational Culture on Organizational Citizenship Behavior (OCB) The analysis result in this research indicated that Organizational Culture had significant positive effect on Organizational Citizenship Behavior of police officers in
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Area Unit predicated as Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area from 2016 to 2019 in East Java Regional Police Legal area. In other words, the higher the value of Organizational Culture possessed by police officers in Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area from 2016 to 2019 in East Java Regional Police Legal area is, the better the Organizational Citizenship Behavior is, and conversely.
2. The effect of Organizational Culture in Mediating Transformational Leadership on Organizational Citizenship Behavior (OCB)
The analysis result indicated that Organizational Culture was able to mediate the effect of Transformational Leadership on Organizational Citizenship Behavior of police officers in Area Unit predicated as Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area from 2016 to 2019 in East Java Regional Police Legal area. To put it another way, the better the Transformational Leadership is implemented in police organization, the better the Organization Culture in the police organization will be. Thus, it can increase the Organizational Citizenship Behavior of police officers.
3. The effect of Organizational Culture in Mediating Learning Organization on Organizational Citizenship Behavior (OCB)
The analysis result indicated that Organizational Culture was able to mediate the effect of Learning Organization on Organizational Citizenship Behavior of police officers in Area Unit predicated as Corruption-Free Area Integrity Zone/ Clean and Serving Bureaucracy Area from 2016 to 2019 in East Java Regional Police Legal area. In other words, the better the Learning Organization in police organization is, the better the Organization Culture in the police organization will be. Thus, it can increase the Organizational Citizenship Behavior of police officers.
V. Conclusion
Organizational Citizenship Behavior has significant positive effect when it is synergized with Transformational Leadership, Organizational Culture, and Learning Organization in term of expansion acceleration of Corruption-Free Area Integrity Zone/
Clean and Serving Bureaucracy Area.
Transformational Leadership, Organizational Culture, and Learning Organization are the factors supporting Organizational Citizenship Behavior to improve POLRI officers’
competence in providing transparent, accountable, and fair public services.
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