How to cite:
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono. (2022). The Effect
of Emotional Intelligence, Situational Leadership Style and Organizational
Culture Through Organizational Citizenship Behavior (OCB) on Employee
Performance PT. Paiton Operation & Maintenance Indonesia (POMI) in
Probolinggo District. Journal Eduvest. Vol 2(6): 1.195-1.213
E-ISSN:
2775-3727
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https://greenpublisher.id/
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June, 2022
p- ISSN 2775-3735- e-ISSN 2775-3727
THE EFFECT OF EMOTIONAL INTELLIGENCE, SITUATIONAL
LEADERSHIP STYLE AND ORGANIZATIONAL CULTURE THROUGH
ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) ON EMPLOYEE
PERFORMANCE PT. PAITON OPERATION & MAINTENANCE
INDONESIA (POMI) IN PROBOLINGGO DISTRICT
Fuad Zaen Muttaqin
1
, Purnamie Titisari
2
, Markus Apriono
3
Faculty of Economics and Business, University of Jember, Indonesia
Email: [email protected], purnamie@unej.ac.id, markus@unej.ac.id
ARTICLE INFO ABSTRACT
Received:
May, 26
th
2022
Revised:
June, 13
th
2022
Approved:
June, 17
th
2022
This study aims to examine and analyze the direct and indirect
effects of emotional intelligence, situational leadership style
and organizational culture through Organizational Citizhensip
Behavior (OCB) on the performance of employees of PT. POMI.
This research was conducted on permanent employees of PT.
POMI with the number of respondents in this study as many as
210 people. The sampling technique used is proportional
random sampling where the sample is taken proportionally
from the entire existing population. The data analysis method
used Path Analysis using SPSS 26 software. The results showed
that directly emotional intelligence, situational leadership
style and organizational culture had a positive and significant
effect on Organizational Citizhensip Behavior (OCB).
Furthermore, emotional intelligence, organizational culture
and Organizational Citizhensip Behavior (OCB) has a positive
and significant effect on employee performance, while
situational leadership style has no significant effect on
employee performance. Indirectly emotional intelligence,
situational leadership style and organizational culture have a
positive and significant effect on employee performance
through Organizational Citizhensip Behavior (OCB).
KEYWORDS
Emotional Intelligence, Situational Leadership Style,
Organizational Culture, Organizational Citizen Behavior
(OCB), Employee Performance
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.196
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
INTRODUCTION
The Indonesian government is currently conducting a program to accelerate the
construction of a Steam Power Plant with a target of 35,000 MW to meet the national
electricity demand which continues to increase every year. Fulfillment of electricity needs
in Indonesia is an urgent matter and must be met immediately, if not immediately fulfilled,
there will be an energy crisis within the next few years. Based on RUPTL 2015-2024,
economic growth in 2015 in Indonesia reached 6.1% and electricity growth reached 8.7%
per year. To pursue the target of the program, the government is also cooperating with
private PLTU (Independent Power Producer) as a national electricity provider through a
power purchase agreement. PT. Paiton Operation & Maintenance Indonesia (POMI) is a
privately owned company engaged in the operation and maintenance of Paiton Units 3,7
and 8 Steam Power Plants (PLTU). MW phase I with a capacity of 1X815 Nett Mega Watt.
The total capacity operated is 2,045 MW and is channeled to PT. PLN through the 500KV
Java-Bali SUTET (Extra High Voltage Air Line) transmission network. The Paiton PLTU
area is also categorized as a national vital object.
Human resources at PT. POMI is the main factor in achieving company goals and is
the most important asset in running the organization's wheels. Quality human resources
will give the best contribution to achieving the organization's vision and mission. Entering
the modern era to manage human resources is a challenge for the organization due to human
resources. humans today lack a sense of loyalty to the company but they are still able to
compete for something they expect. Some members of the organization still put personal
interests ahead of common interests. Of course, this attitude will have an unfavorable
impact on the organization and indirectly will also affect the performance of employees.
Therefore, in organizational life, it is very necessary to have the ability to control one's
emotions in order to achieve company goals. an to support the improvement of employee
performance of PT. POMI.
According to Steiner in 1997 in (Muryanti & Subowo, 2017) explains emotional
intelligence is an ability that can understand the emotions of oneself and others, as well as
knowing how one's own emotions are expressed to increase the maximum ethical as a
personal strength. (Tiyas et al., 2017) suggests that emotional intelligence is the ability to
know emotions effectively to achieve goals, and build productive relationships and can
achieve success. Someone who has high emotional intelligence will have the ability to
control his feelings, both related to his work and demands. and responsibilities within the
organization. In addition, such a person will be able to prioritize the interests of the
organization and be professional. This matter is also supported by research by (Seftiyana
et al., 2021) which states that emotional intelligence simultaneously or partially has a
positive effect on employee performance.
In addition, another element that affects employee performance is the situational
leadership style which can determine the good or bad performance of an organization
within a company. According to (Mappakaya et al., 2016) leadership style is a behavioral
norm used by a person when influencing the behavior of others so that it is as desired.
(Heydarinejad & Adman, 2010) state that leadership style is a process of influencing the
activities of organized groups to achieve goals. The right leadership style is needed to
condense the work environment and improve employee performance so that it is expected
to produce high productivity (Ardana et al., 2012). Someone who is able to apply the right
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
1.197 http://eduvest.greenvest.co.id
leadership style will be easy to direct the behavior of others so that they are in accordance
with what is desired. This is supported by research by (Jex & Britt, 2008) which states that
leadership style has a positive effect on employee performance. Likewise, the results of
research conducted by (Suharno, 2016) said that leadership style has a significant and
influential effect on employee performance.
Furthermore, the factors that affect employee performance are organizational
culture. Organizational culture according to (GURUH, 2018) is a system that is believed
and values developed by the organization where it guides the behavior of members of the
organization itself. With the existence of organizational culture, employees will be more
easy to adjust with the company, and helping employees to find out what actions should be
taken in accordance with the values that exist in the company and upholding these values
as a guide for employees to behave in carrying out their duties and work (Saputra et al.,
2021). The results of previous research conducted by (Nasir, 2020) shows that
organizational culture has a significant and positive effect on employee performance.
Similarly, (Girniawan et al., 2019) shows that organizational culture also has a significant
effect on employee performance.
Organizational behavior is also a determining factor of good and bad employee
performance which in this case is better known as Organizational Citizenship Behavior or
OCB. Organizations will succeed if their employees have more loyal behavior and are
willing to do extra tasks, such as the willingness to cooperate, help each other, provide
input, provide extra services, and are willing to respond and use their work time effectively.
does not become a person's work obligation in the organization but supports the functioning
of the organization in accordance with the definition of Organizational Behavior
Citizenship (OCB) where the individual's concern or behavior towards the organization
exceeds his role in the organization and provides benefits to the organization. According
to (Jex & Britt, 2008) OCB is a form of informal behavior that is raised by individuals in
addition to formal behavior as a form of contribution to the progress of the organization.
According to (Vandewalle et al., 1995) that the success and sustainability of an
organization will be largely determined by the readiness of employees to behave not only
in carrying out their duties, but also having the awareness to be good employees in the
organization. According to (Fajrin et al., 2018) the definition of Organizational Citizenship
Behavior or OCB is behavior that tends to benefit the organization, voluntarily and exceeds
what its main role demands. Meanwhile, according to (Abadiyah, 2016) Organizational
Citizenship Behavior or OCB is an individual contribution that exceeds the demands of the
role in the workplace. The results of (Fajrin et al., 2018) research suggest that
Organizational Citizenship Behavior or OCB has a positive and significant influence on
employee performance.
Performance is the result of work in quality and quantity achieved by an employee
in carrying out his duties in accordance with the responsibilities given to him. The success
of an organization is also influenced by its individual performance. Every organization will
try to improve the performance of its employees in the hope that the company's goals can
be achieved. Based on the description above, it shows how important emotional
intelligence, situational leadership style, organizational culture and Organizational
Citizenship Behavior or OCB must be owned by a company or organization in order to
achieve the targeted performance. The performance of professional resources who are able
to act in accordance with organizational principles or commitments both inside and outside
their role contributes both to the pace of the organization. Employees who have good
performance will have a positive impact on the company which can help the company or
organization to achieve its targets and objectives according to its vision and mission.
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.198
RESEARCH METHOD
This research was conducted using the path analysis method. Path analysis is part of
the regression analysis used to analyze the relationship between variables, where the
independent variables affect the dependent variable either directly or indirectly through one
or more intermediaries (Ghozali, 2016 :72). In this study using SPSS 26 software for
Windows. The path coefficient value is indicated by the SPSS output value which is called
the standardized Coefficient or also called the Beta value.
The population in this study were all employees of PT. POMI a total of 430 employees.
Based on the existing population showing more than 100 people, the sampling technique
used in this study is probability sampling with a proportional random sampling approach
where the sample is taken randomly and proportionally from the entire existing population.
Furthermore, based on the calculation formula, the sample used in this study was 210
people.
The data used in this study are primary data and secondary data. The primary data
used in the study were obtained directly through the answers to the questionnaires that were
filled in by the respondents, employees of PT. POMI. Secondary data used in this study is
information obtained through reports available at the HR department of PT. POMI which
is still related to employee data. While the data collection method is carried out through
field surveys:
Kecerdasan
Emosional ( X1)
Gaya
Kepemimpinan
Situasional (X2)
Budaya
Organisasi (x3)
OCB ( Z )
Kinerja Pegawai
(Y)
H4
H6
H1
H2
H3
H7
H5
Figure 1. Conceptual Framework
Source: Data Processed 2022
The conceptual framework in this study aims to analyze and describe the variables
that are independent variables, namely emotional intelligence (X1), situational leadership
style (X2), organizational culture (X3), intervening variable Organizational Citizhensip
Behavior (OCB) (Z) and dependent variable employee performance (Y).
RESULT AND DISCUSSION
Characteristics of Respondents
The following is descriptive statistical data about the characteristics of respondents
based on the results of research conducted on 210 respondents as a sample who are
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employees of PT. POMI can be known characteristics of respondents based on age,
education level and years of service of employees.
Table 1. Age of Respondents
Amount
Percentage (%)
28
13,3
52
24,7
84
40,0
46
21,9
210
100
Source: SPSS 2022 Processed Data
Table 1 shows that the number of respondents aged 20 – 30 years as many as 28
people (13.3%), aged 31-40 years as many as 52 people (24.7%), aged 41-50 years as many
as 84 people (40 %) and aged 51-55 years as many as 46 people (21.9%). The majority of
respondents are between 41-50 years old (40%), this is because at that age employees have
experienced mental maturity both psychologically and emotionally. Data for respondents
based on education level is presented in table 2 below:
Table 2. Education Level
Education
Amount
Percentage (%)
Diploma
84
40
Bachelor
118
56
Postgraduate
8
4
Total
210
100
Source: SPSS 2022 Processed Data
Table 2. shows that the number of respondents based on diploma education is 84
people (40%), Bachelor is 118 people (56%), and Postgraduate is 8 people (4%). The
majority of respondents are employees of PT. POMI comes from the undergraduate
education level. This is because employees who have a high level of education will have
broader insights so that they are more enthusiastic in responding to research variables. For
respondent data based on years of service, it is presented in table 3 below:
Table 3. Employee Working Period
Amount
Percentage (%)
21
10,0
27
12,8
46
22,0
64
30,4
52
24,8
210
100
Source: SPSS 2022 Processed Data
Table 3. Shows that the respondent's working period of 0-5 years is 21 employees,
for 6-10 years there are 27 employees, 64 employees for 11-15 years, 46 employees for 16-
20 years, and 20 years of service. -25 years as many as 52 employees. So the majority of
respondents based on years of service are respondents with a working period of 16-20 years
with a percentage of 30.4%, while the least are respondents with a working period of 0-5
years with a percentage of 10%.
Validity test
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.200
Validity test aims to determine the extent to which the validity of a data obtained
from distributing questionnaires. The validity test in this study was carried out using the
Pearson Product Moment method. To find out the validity of the item or item of the
statement, it should be compared with the r table at 0.05, namely by correlating each
statement with a total score, then the results of the correlation were compared with a
significant critical number 5 %, (Sugiyono, 2011: 115). The results of the validity test are
as follows:
Table 4. Validity Test Results
Variable
Item
R
count
R
table
Sig
Information
Emotional
Intelligence (X1)
X1.
1
0,691
0,1345
0,000
Valid
X1.
2
0,748
0,1345
0,000
Valid
X1.
3
0,751
0,1345
0,000
Valid
X1.
4
0,710
0,1345
0,000
Valid
X1.
5
0,720
0,1345
0,000
Valid
X1.
6
0,667
0,1345
0,000
Valid
X1.
7
0,565
0,1345
0,000
Valid
X1.
8
0,623
0,1345
0,000
Valid
X1.
9
0,729
0,1345
0,000
Valid
X1.
10
0,764
0,1345
0,000
Valid
Leadership Style
(X2)
X2.
1
0,727
0,1345
0,000
Valid
X2.
2
0,731
0,1345
0,000
Valid
X2.
3
0,571
0,1345
0,000
Valid
X2.
4
0,809
0,1345
0,000
Valid
X2.
5
0,779
0,1345
0,000
Valid
X2.
6
0,774
0,1345
0,000
Valid
X2.
7
0,573
0,1345
0,000
Valid
X2.
8
0,648
0,1345
0,000
Valid
X2.
9
0,642
0,1345
0,000
Valid
X2.
10
0,641
0,1345
0,000
Valid
Organizational
Culture (X3)
X3.
1
0,718
0,1345
0,000
Valid
X3.
2
0,716
0,1345
0,000
Valid
X3.
3
0,771
0,1345
0,000
Valid
X3.
4
0,747
0,1345
0,000
Valid
X3.
5
0,731
0,1345
0,000
Valid
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
1.201 http://eduvest.greenvest.co.id
X3.
6
0,822
0,1345
0,000
Valid
X3.
7
0,771
0,1345
0,000
Valid
X3.
8
0,640
0,1345
0,000
Valid
X3.
9
0,653
0,1345
0,000
Valid
X3.
10
0,725
0,1345
0,000
Valid
Organizational
Citizhensip
Behavior (Z)
Z.
1
0,749
0,1345
0,000
Valid
Z.
2
0,686
0,1345
0,000
Valid
Z.
3
0,669
0,1345
0,000
Valid
Z.
4
0,782
0,1345
0,000
Valid
Z.
5
0,768
0,1345
0,000
Valid
Z.
6
0,782
0,1345
0,000
Valid
Z.
7
0,720
0,1345
0,000
Valid
Z.
8
0,770
0,1345
0,000
Valid
Z.
9
0,769
0,1345
0,000
Valid
Z.
10
0,801
0,1345
0,000
Valid
Employee
Performance (Y)
Y.
1
0,773
0,1345
0,000
Valid
Y.
2
0,782
0,1345
0,000
Valid
Y.
3
0,748
0,1345
0,000
Valid
Y.
4
0,789
0,1345
0,000
Valid
Y.
5
0,815
0,1345
0,000
Valid
Y.
6
0,731
0,1345
0,000
Valid
Y.
7
0,761
0,1345
0,000
Valid
Y.
8
0,813
0,1345
0,000
Valid
Y.
9
0,659
0,1345
0,000
Valid
Y.
10
0,820
0,1345
0,000
Valid
Source: SPSS 2022 Processed Data
Table 4. Shows that the correlation between each variable indicator of Emotional
Intelligence (X1), Situational Leadership Style (X2), Organizational Culture (X3),
Organizational Citizhensip Behavior (Z) and Employee Performance (Y) that has a Sig
value of 0.000 < 0 .05 and the value of r count > r table. So it can be concluded that all the
statement instruments of the research variables are declared valid.
Reliability Test
The reliability test aims to test the ability or reliability of a relatively consistent
measurement result if the measurement is repeated two or more times (Ghozali, 2016: 75).
Reliability concentrates on the problem of measurement accuracy and the results in other
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.202
words, reliability shows how much control measurement is on the same subject. The
reliability test used the Cronbach alpha method. An instrument is declared reliable if the
Cronbach alpha is greater than 0.6. The results of the reliability test are as follows:
Table 5. Reliability Test Results
Research
variable
Cronbach’s
Alpha
N of Item
Cutt Off
Information
Emotional
Intelligence
(X1)
0,880
10
> 0,60
Reliable
Leadership
Style (X2)
0,877
10
> 0,60
Reliable
Organizational
Culture(X3)
0,901
10
> 0,60
Reliable
Organizational
Citizhenship
Behavior (Z)
0,911
10
> 0,60
Reliable
Employee
Performance
(Y)
0,920
10
> 0,60
Reliable
Source: SPSS 2022 Processed Data
Table 5. Shows that the data obtained are reliable because the Cronbach's Alpha
value for the five research variables is above 0.60. So that the data obtained is declared
reliable or feasible as a data collection tool.
Multicollinearity Test
The multicollinearity test aims to test whether the regression model found a
correlation between the independent variables (Ghozali, 2013:105). A good regression
model should not have a correlation between the independent variables. To detect the
presence or absence of multicollinearity in the regression model is as follows:
Multicollinearity can be seen from the value of tolerance and Variance Inflation Factor
(VIF). Tolerance measures the variability of the selected independent variable which is not
explained by other independent variables. The cut off values that are commonly used to
indicate the absence of multicollinearity are the tolerance value 0.1 and the VIF value 10.
If there is a correlation between independent variables, then the tolerance value < 0.1 and
the VIF value > 10, multicollinearity will occur. The way to deal with multicollinearity is
by transforming the data. The results of the multicollinearity test are presented in table 6
below:
Table 6 Multicollinearity Test Results
Source: SPSS 2022 Processed Data
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
1.203 http://eduvest.greenvest.co.id
Based on the results of the Collinearity Statistics analysis which can be seen in
table 6, it is known that all models do not have multicollinearity. This is because the value
of VIF < 10 and tolerance > 0.1.
Heteroscedasticity Test
The heteroscedasticity test aims to test whether in the regression model there is an
inequality of variance from the residuals of one observation to another (Ghozali, 2013:
139). A good regression model is that there is no heteroscedasticity. To determine whether
there is heteroscedasticity or not, it can be done using the Glejser Test (Glejser Test).
According to Ghozali (2016:81) heteroscedasticity testing using the Glejser test is carried
out by regressing the absolute value of the residual on all independent variables. If the
absolute regression results show that all independent variables have an insignificant t value,
it can be interpreted that the research model does not have heteroscedasticity, with a
significance value of > than 0.05. The results of the heteroscedasticity test are as follows
in table 7:
Table 7 Glejser Test Results
Source: SPSS 2022 Processed Data
Based on Table 7 it can be seen that the significance value of each variable is
greater than 0.05 so that from these results it can be concluded that there is no
heteroscedasticity of the tested equations.
Path Analysis
Path analysis is part of the regression analysis used to analyze the relationship
between variables, where the independent variables affect the dependent variable either
directly or indirectly through one or more intermediaries (Ghozali, 2016: 72). In this study
using SPSS26 for Windows software. . The path coefficient value is indicated by the SPSS
output value which is called the standardized coefficient or also called the Beta value. The
path coefficient in the structural model needs to be tested for its significance value, so that
significant and insignificant paths will be obtained. The indirect effect of the independent
variable on a dependent variable is through the intervening variable. The total effect of
independent variables on the dependent variable is the sum of the direct and all indirect
effects. The analysis path can be seen in Figure 2 below:
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.204
Kecerdasan
Emosional ( X1)
Gaya Kepemimpinan
Situasional
(X2)
Budaya
Organisasi (x3)
OCB ( Z )
Kinerja Pegawai
(Y)
βX1Y = 0.206
βX3Y=0.234
βX2Z=0.111
βZY=0.570
βX2Y=-0.066
e1= 0.520 e2= 0.437
Source: SPSS 2022 Processed Data
Figure 2. Path Coefficient Value
The path coefficient value is calculated by making a structural model equation,
namely a regression equation that shows a relationship. The path analysis model in this
equation is as follows:
Z = -1.550+0.401 X1 + 0.111 X2 +0.425 X3 + 0.520 e1……… (Equation 1)
Y = 3.732+0.206 X1 + 0.196 X3 +0.557 Z + 0.437 e2 ………. (Equation 2)
Where:
Y= Employee Performance
X1= Emotional Intelligence
X2= Situational Leadership Style
X3= Organizational Culture
Z = Organizational Citizhenship Behavior
e1, e2= residual variable / error
Hypothesis test
This study aims to test the hypothesis of direct and indirect effects. The t-statistical
test basically shows how far the influence of one independent variable is partially in
explaining the variation of the dependent variable (Ghozali, 2016: 156). This test aims to
test whether the independent variable affects the dependent variable separately or together.
At the same time to test the variables that influence between X1, X2, X3 and Z on Y
partially or simultaneously. The results of the t test are as follows:
Table 8. T-test Result
Variable
Sig
X1 Z
0,000
X2 Z
0,038
X3 Z
0,000
X1 Y
0,002
X2 Y
0,148
X3 Y
0,000
Z Y
0,000
Source: SPSS 2022 Processed Data
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
1.205 http://eduvest.greenvest.co.id
Table 8 is the result of the significance value obtained from the multiple linear
regression equation using SPSS 26 software for Windows. According to the resulting data,
there is only one path that is not significant, namely the emotional intelligence variable
path (X2) on the employee performance variable (Y) with a significance value of 0.148.
This shows that the emotional intelligence variable (X2) has no effect on the employee
performance variable (Y) because the significance value is 0.148 0.005.
Direct Effects Testing
Testing the direct influence hypothesis aims to test how much direct influence the
independent variable has on the dependent variable.
Table 9. Direct Effect Hypothesis Test
Path of Influence
Cutt Off
Sign.
Sign.
Information
Emotional Intelligence (X1) -> OCB (Z)
< 0,05
0,000
Accepted
Situational Leadership Style (X2) ->
OCB (Z)
< 0,05
0,038
Accepted
Organizational Culture (X3) -> OCB
(Z)
< 0,05
0,000
Accepted
Emotional Intelligence (X1) ->
Employee Performance (Y)
< 0,05
0,002
Accepted
Situational Leadership Style (X2) ->
Employee Performance(Y)
< 0,05
0,148
Rejected
Organizational Culture (X3) ->
Lecturer Performance (Y)
< 0,05
0,000
Accepted
OCB(Z) -> Employee Performance
(Y)
< 0,05
0,000
Accepted
Source: SPSS 2022 Processed Data
Emotional Intelligence (X1) Affects Organizational Citizenship Behavior (Z)
Variables
Hypothesis testing shows that the significance level (α) of the Emotional
Intelligence variable (X1) is 0.000 <0.05. This shows that Emotional Intelligence (X1) has
a significant effect on Organizational Citizenship Behavior (Z). Therefore, the first
hypothesis which states that Emotional Intelligence has a significant effect on
Organizational Citizenship Behavior (OCB) can be accepted.
Situational Leadership Style (X2) Affects Organizational Citizenship Behavior (Z)
Variables
Hypothesis testing shows that the significance level (α) of the Situational
Leadership Style variable (X2) is 0.038 <0.05. This shows that Situational Leadership Style
(X2) has a significant effect on Organizational Citizenship Behavior (Z). Therefore, the
second hypothesis which states that Situational Leadership Style has a significant effect on
Organizational Citizenship Behavior (OCB) can be accepted.
Organizational Culture (X3) Affects Organizational Citizenship Behavior (Z)
Variables
Hypothesis testing shows that the significance level (α) of the Organizational
Culture variable (X3) is 0.000 <0.05. This shows that Organizational Culture (X3) has a
significant effect on Organizational Citizenship Behavior (Z). Therefore, the third
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.206
hypothesis which states that Organizational Culture has a significant effect on
Organizational Citizenship Behavior (OCB) can be accepted.
Emotional Intelligence (X1) Affects Employee Performance Variables (Y)
Hypothesis testing shows that the significance level (α) of the Emotional
Intelligence variable (X1) is 0.002 < 0.05. This shows that Emotional Intelligence (X1) has
a significant effect on Employee Performance (Y). Therefore, the fourth hypothesis which
states that Emotional Intelligence has a significant effect on employee performance is
acceptable.
Situational Leadership Style (X2) Affects Employee Performance Variables (Y)
Hypothesis testing shows that the significance level (α) of the Situational
Leadership Style variable (X2) is 0.148 0.05. This shows that Situational Leadership Style
(X2) has no significant effect on Employee Performance (Y). Therefore, the fifth
hypothesis which states that Situational Leadership Style has a significant effect on
Employee Performance is rejected.
Organizational Culture (X3) Affects Employee Performance Variables (Y)
Hypothesis testing shows that the significance level (α) of the Organizational
Culture variable (X3) is 0.000 <0.05. This shows that Organizational Culture (X3) has a
significant effect on Employee Performance (Y). Therefore, the sixth hypothesis which
states that the organizational culture style has a significant effect on employee performance
can be accepted.
Organizational Citizenship Behavior (Z) Affects Employee Performance Variables
(Y)
Hypothesis testing shows that the significance level (α) of the variable
Organizational Citizenship Behavior (Z) is 0.000 <0.05. This shows that Organizational
Citizenship Behavior (Z) has a significant effect on Employee Performance (Y). Therefore,
the seventh hypothesis which states that Organizational Culture has a significant effect on
Organizational Citizenship Behavior (OCB) can be accepted.
Indirect Effects
The indirect effect hypothesis test in this study aims to test how strong the
influence of the intervening variable is in linking the independent variable to the dependent
variable.
Table 10. Indirect Effect Hypothesis Test
Direct Influence
Value
Indirect
Influenc
e Value
Information
Emotional Intelligence (X1) -> OCB
(Z) -> Employee Performance (Y)
0,206
0,228
Accepted
Situational Leadership Style (X2) ->
OCB (Z) -> Employee Performance
(Y)
-0,066
0,063
Accepted
Organizational Performance (X3) ->
OCB (Z) -> Employee Performance
(Y)
0,234
0,242
Accepted
Source: SPSS 2022 Processed Data
Emotional Intelligence Affects Employee Performance through Organizational
Citizenship Behavior at PT. POMI
Hypothesis testing shows that the direct influence value is smaller than the indirect
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
1.207 http://eduvest.greenvest.co.id
influence value, namely 0.206 0.228, it can be concluded that Emotional Intelligence
indirectly affects employee performance through Organizational Citizenship Behavior at
PT. POMI
Situational Leadership Style Affects Employee Performance through Organizational
Citizenship Behavior at PT. POMI
Hypothesis testing shows that the direct influence value is smaller than the indirect
influence value, namely -0.066 0.063, it can be concluded that Situational Leadership Style
indirectly affects employee performance through Organizational Citizenship Behavior at
PT. POMI
Organizational Culture Affects Employee Performance through Organizational
Citizenship Behavior at PT. POMI
Hypothesis testing shows that the direct influence value is smaller than the indirect
influence value, namely 0.234 0.242, it can be concluded that Organizational Culture
indirectly affects employee performance through Organizational Citizenship Behavior at
PT. POMI
Total Effect
Calculating the total effect aims to find out how much the total value of the influence
that affects the dependent variable is based on the existing path analysis. To find the value
of the total effect, it is necessary to first know the value of the direct and indirect effects.
Based on the data from Figure 2, it can be seen that the influence values are as follows:
1. The direct effect of Emotional Intelligence (X1) on the variable Organizational
Citizenship Behavior (Z) is 0.401
2. The direct effect of Situational Leadership Style (X2) on the variable Organizational
Citizenship Behavior (Z) is 0.111
3. The direct influence of Organizational Culture (X3) on the variable Organizational
Citizenship Behavior (Z) is worth 0.425
4. The direct influence of the Emotional Intelligence variable (X1) on the Employee
Performance variable (Y) is 0.206
5. The direct effect of Situational Leadership Style (X2) on Employee Performance
variable (Y) is worth –0.066
6. The direct effect of Organizational Culture (X3) on the Employee Performance
variable (Y) is 0.234
7. The direct effect of Organizational Citizenship Behavior (Z) on Employee
Performance (Y) is 0.570
To calculate the indirect effect (Indirect Effect) can be done in the following way:
1. The indirect effect of Emotional Intelligence (X1) on Employee Performance (Y)
through Organizational Citizenship Behavior (OCB) (Z) is (0.401 x 0.570) = 0.228
2. The indirect effect of Situational Leadership Style (X2) on Employee Performance (Y)
through Organizational Citizenship Behavior (Z) is (0.111 x 0.570) = 0.063
3. The indirect effect of Organizational Culture (X3) on Employee Performance (Y)
through Organizational Citizenship Behavior (Z) is (0.425 x 0.570) = 0.242
Meanwhile, the total effect is obtained from the sum of the direct and indirect effects.
Then the resulting value is as follows:
Total Effect Y: X1→Z→Y, 0.206 + 0.228 = 0.434
Total Effect Y: X2→Z→Y, - 0.06 + 0.063 = 0.003
Total Effect Y: X3→Z→Y, 0.234 + 0.242 = 0.476
The total influence of emotional intelligence through Organizational Citizenship
Behavior (Z) on employee performance is 0.434. The total influence of situational
leadership style through Organizational Citizenship Behavior (Z) on employee
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.208
performance is 0.003. The total influence of organizational culture through Organizational
Citizenship Behavior (Z) on employee performance is 0.476.
Discussion
The following discussion will describe the implications and interpretations of the
results of data analysis that have previously been obtained. The description of the research
variable indicators will provide information about the high and low influence of the
indicator on the variables studied. The discussion of each research hypothesis is as follows.
Effect of Emotional Intelligence (X1) on Organizational variables Citizenship
Behavior (Z)
The results of the path analysis on the t-test of the first hypothesis (H1) indicate that
Emotional Intelligence has a positive effect on Organizational Citizenship Behavior by
looking at the significance value of 0.000. The research shows that the indicators of
managing self-emotions, self-awareness, self-motivation, empathy and social skills have a
positive and significant effect on Organizational Citizenship Behavior in PT.POMI
employees of 0.401. This indicates that the relationship shown by the regression coefficient
is positive, meaning that the higher the employee's Emotional Intelligence, the higher the
Organizational Citizenship Behavior, so that PT. POMI employees will behave more
loyally to the company in order to achieve company goals.
The results also support the research of Suwandewi and Dewi (2016) with the results
that emotional intelligence has a positive and significant effect on Organizational
Citizenship Behavior (OCB), the higher the employee's emotional intelligence, the higher
the employee's OCB. Each employee has a different level of emotional intelligence from
one another, especially in managing their own emotions. The better an employee manages
his emotions, the better he will be in contributing to the company. The self-awareness
indicator shows that self-awareness in managing emotions in every employee of PT. POMI.
The self-regulating indicator shows the individual ability of PT. POMI in dealing with
feelings or professionally when facing problems that arise at work. Self motivation
indicator shows the ability of employees of PT. POMI in motivating oneself to have
perseverance to work better in order to achieve the target. Empathy indicator shows the
awareness of employees of PT. POMI in understanding the feelings of others. Social skill
indicators mean that the ability of employees of PT. POMI in collaborating or fostering
good relations with other employees.
The Influence of Situational Leadership Style (X2) on Organizational Citizenship
Behavior (Z) variable
The results of the path analysis on the t-test of the second hypothesis (H2) indicate
that Situational Leadership Style has a positive effect on Organizational Citizenship
Behavior by looking at its significance value of 0.038. This study shows that the indicators
of leadership style in the form of directing behavior, selling behavior, participation and
delegation behavior have a positive and significant impact on Organizational Citizenship
Behavior on employees of PT. POMI of 0.111. This shows that the higher the value of the
situational leadership style, the better the OCB value of the employee.
The results also strengthen the research of Lee Kim Lian (2012) which states that
situational leadership style affects the behavior of organizational citizens (OCB), which
means that the higher the level of situational leadership style, the higher the level of
organizational behavior (OCB). ) is the level where leaders at PT.POMI are able to organize
subordinates, provide instructions on how tasks are carried out and supervise subordinates.
Selling indicators are the level where PT.POMI leaders find things that make employees
unmotivated, and the problems that employees face because these emerging problems often
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lead to despair. The participation indicator is the maturity level of a leader to always be
enthusiastic so that his employees always contribute to the achievement of company
targets. Delegation indicator which means that the extent to which the leadership at PT.
POMI is able to delegate its employees in dealing with all the problems that occur within
the company.
The Influence of Organizational Culture (X3) on the variable Organizational
Citizenship Behavior (Z)
The results of the path analysis on the t-test of the third hypothesis (H3) indicate that
Organizational Culture has a positive effect on Organizational Citizenship Behavior by
looking at the significance value of 0.000. This study shows that the indicators of
Organizational Culture in the form of innovation, team orientation, result orientation,
aggressiveness, stability and attention to detail have a positive and significant impact on
Organizational Citizenship Behavior on employees of PT. POMI of 0.425. This shows that
the higher the value of Organizational Culture, the better the value of Organizational
Citizenship Behavior owned by employees of PT. POMI.
The results of the study also strengthen Husodo's research (2018) which states that
organizational culture has a significant effect on Organizational Citizenship Behavior,
which means that the higher the value of organizational culture, the higher the value of
Organizational Citizenship Behavior owned by employees. Innovation and risk taking
indicators show the degree to which the organization encourages employees of PT. POMI
to be innovative and brave in taking risks. Results orientation indicators show how far the
organization emphasizes achieving results to employees. Team orientation indicators show
that how far the organization emphasizes getting work done on a team basis and not
individually. Aggressiveness indicators show how far the organization pushes employees
to complete work quickly rather than casually. Stability indicators show how far the
organization emphasizes efforts to maintain the status quo in making decisions and actions.
Attention to detail indicators show how far the organization requires PT. POMI employees
to be able to show accuracy, analysis and attention to detail.
Effect of Emotional Intelligence (X1) on Performance variable Employee (Y)
The results of the path analysis on the t-test of the fourth hypothesis (H4) indicate
that Emotional Intelligence has a positive effect on employee performance by looking at
the significance value of 0.002. The research shows that the indicators of managing self-
emotions, self-awareness, self-motivation, empathy and social skills have a positive and
significant impact on employee performance at PT. POMI of 0.206. This shows that the
higher the value of Emotional Intelligence, the higher the Employee Performance of PT.
POMI.
The results of the study are also in line with research by Gunudan Oladepo (2014)
which results in emotional intelligence having a significant effect on performance, this
shows that the higher the emotional intelligence possessed by employees, the higher the
performance. Empathy for fellow employees is the biggest thing in improving
performance.
The Influence of Situational Leadership Style (X2) on the variable Employee
Performance (Y)
The results of the path analysis on the t-test of the fifth hypothesis (H5) indicate that
Situational Leadership Style has no effect on employee performance by looking at the
significance value of 0.148. This study shows that the situational leadership style indicators
in the form of directing behavior, selling behavior, participation behavior and delegation
do not affect the performance of employees of PT. POMI is 0.066. This shows that the
higher the value of situational leadership style will not affect the performance of employees
of PT. POMI.
Fuad Zaen Muttaqin, Purnamie Titisari, Markus Apriono
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.210
The results of this study contradict those conducted by Perizade (2019) which states
that situational leadership style has a significant effect on employee performance.
The Influence of Organizational Culture (X3) on Employee Performance Variables
(Y)
The results of the path analysis on the t-test against the sixth hypothesis (H6) indicate
that organizational culture has a positive effect on employee performance by looking at the
significance value of 0.000. This study shows that organizational culture indicators in the
form of innovation, team orientation, result orientation, aggressiveness, stability and
attention to detail have a positive and significant impact on employee performance at PT.
POMI of 0.234. This shows that the higher the value of Organizational Culture, the better
the performance of the employees of PT. POMI.
The results of this study also strengthen the research of Kusworo (2015) which
shows that organizational culture has a positive effect on employee performance.
Effect of Organizational Citizenship Behavior (Z) on Employee Performance variable
(Y)
The results of the path analysis on the t-test of the seventh hypothesis (H7) indicate
that Organizational Citizenship Behavior has a positive effect on employee performance
by looking at the significance value of 0.000. This study shows that the indicators of
Organizational Citizenship Behavior in the form of Civic Virtue, Conscientiousness,
Courtesy, and Sportsmanship have a positive and significant effect on the performance of
PT. POMI of 0.570. This shows that the higher the value of Organizational Citizenship
Behavior, the better the performance of the employees of PT. POMI.
The results of this study are in line with the research of Eman Basu (2016) and Via
(2019) which state that Organizational Citizenship Behavior has a significant effect on
employee performance. The Civic virtue indicator is a form of employee behavior at PT.
POMI who participates fully and pays more attention to the company as a form of support
for organizational functions, both professionally or social so that it pays more attention to
the interests of the company's organization. Conscientiousness indicator is a form of
employee behavior of PT. POMI that exceeds the minimum prerequisites of an organization
or company that has good self-control, is organized, prioritizes tasks, follows regulatory
norms and so on. Courtesy indicator is a form of employee behavior of PT. POMI which
relieves other people's problems when facing work. The Sportsmanship indicator is a form
of employee behavior at PT. POMI with the ability to tolerate without complaining and
emphasize more on the positive aspects of the organization than the negative aspects.
Effect of Emotional Intelligence (X1) on Employee Performance variable (Y) through
Organizational Citizenship Behavior (Z)
The results showed that there was an influence of Emotional Intelligence on
Employee Performance through Organizational Citizenship Behavior which had an indirect
influence with a significance value of 0.228. This shows that the better the level of
emotional intelligence, the performance of PT. POMI will also increase through
Organizational Citizenship Behavior.
The results in this study also strengthen the research of Titisari and Via (2019) which
shows that emotional intelligence has a positive and significant effect on employee
performance through Organizational Citizenship Behavior.
The Influence of Situational Leadership Style (X2) on Employee Performance
Variables (Y) through Organizational Citizenship Behavior (Z)
The results showed that there was an influence of Situational Leadership Style on
Employee Performance through Organizational Citizenship Behavior which had an indirect
influence with a significance value of 0.063. This shows that the better the Situational
Leadership Style at PT. POMI then the Employee Performance of PT. POMI will also
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increase through Organizational Citizenship Behavior. The results of this study also
strengthen the research of Lusi (2020) which states that Situational Leadership Style has a
positive and significant effect on employee performance through Organizational
Citizenship Behavior.
The Influence of Organizational Culture (X3) on Employee Performance (Y) through
Organizational Citizenship Behavior (Z)
The results showed that there was an influence of Organizational Culture on
Employee Performance through Organizational Citizenship Behavior which had an indirect
influence with a significance value of 0.242. This shows that the increasing Organizational
Culture at PT. POMI then the Employee Performance of PT. POMI will also increase
through Organizational Citizenship Behavior.
The results of this study also strengthen the research of Harwiki (2013) which states
that Organizational Culture has a positive and significant effect on Employee Performance
through Organizational Citizenship Behavior.
Direct Influence, Indirect Influence and Total Influence
The results showed that there was a direct significant effect of the Emotional
Intelligence variable (X1) of 0.401, Situational Leadership Style (X2) of 0.111 and
Organizational Culture (X3) of 0.425 on Organizational Citizenship Behavior (Z). Directly
Emotional Intelligence (X1) of 0.206 Organizational Culture (X3) of 0.234 and
Organizational Citizenship Behavior (Z) of 0.570 has a positive and significant influence
on Employee Performance (Y) but Situational Leadership Style (X2) of -0.066 does not
have influence on Employee Performance (Y). In this case, it can be seen that no matter
how good the level of situational leadership style of PT. POMI does not directly affect
employee performance.
Indirectly Emotional Intelligence (X1) is 0.228, Situational Leadership Style (X2) is
0.063 and Organizational Culture (X3) is 0.242 has a positive and significant influence on
Employee Performance (Y) through Organizational Citizenship Behavior (Z). OCB values
have been implemented well by employees of PT. POMI so that it remains only to improve
so that organizational performance is even better.
For the total effect obtained from the sum of direct and indirect influences, the total
influence of Emotional Intelligence (X1) on Employee Performance is 0.434 Situational
Leadership Style (X2) worth 0.03 and Organizational Culture is worth 0.476. This matter
shows that the employees of PT. POMI has good Emotional Intelligence, Leadership Style,
and Organizational Culture so that it has a positive and significant effect on Employee
Performance.
CONCLUSION
Based on the results of research and data analysis on employees of PT. POMI in
Paiton sub-district, Probolinggo district, the following conclusions were obtained:
a. Emotional Intelligence (X1) has a positive and significant effect on Organizational
Citizenship Behavior (OCB) (Z) at PT. POMI Probolinggo district.
b. Situational Leadership Style (X2) has a positive and significant effect on
Organizational Citizenship Behavior (OCB) (Z) at PT. POMI Probolinggo district.
c. Organizational Culture (X3) has a positive and significant effect on Organizational
Citizenship Behavior (OCB) (Z) at PT. POMI Probolinggo district.
d. Emotional Intelligence (X1) has a positive and significant effect on Employee
Performance (Y) at PT. POMI Probolinggo district.
e. Situational Leadership Style (X2) has no significant effect on Employee Performance
(Y) at PT. POMI Probolinggo district.
Eduvest – Journal of Universal Studies
Volume 2 Number 6, June 2022
The Effect of Emotional Intelligence, Situational Leadership Style and Organizational Culture
Through Organizational Citizenship Behavior (OCB) on Employee Performance PT. Paiton
Operation & Maintenance Indonesia (POMI) in Probolinggo District 1.212
f. Organizational Culture (X3) has a positive and significant effect on Employee
Performance (Y) at PT. POMI, Paiton sub-district, Probolinggo district.
g. Organizational Citizenship Behavior (Z) has a positive and significant effect on
Employee Performance (Y) at PT. POMI Probolinggo district.
h. Emotional Intelligence (X1) has a positive and significant effect on Employee
Performance (Y) through Organizational Citizenship Behavior (OCB) (Z) on
employees of PT. POMI Probolinggo district.
i. Situational Leadership Style (X2) has a positive and significant effect on Employee
Performance (Y) through Organizational Citizenship Behavior (OCB) (Z) on
employees of PT. POMI Probolinggo district.
j. Organizational Culture (X3) has a positive and significant effect on Employee
Performance (Y) through Organizational Citizenship Behavior (OCB) (Z) on
employees of PT. POMI Probolinggo district.
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