The Impact Institusional Work Culture, Institutional Loyalty, Collaborative Leadership Style on Employee Work Effective-ness By Work Expectation Fulfillment at PT Bank Rakyat Indonesia Pati Branch
DOI:
https://doi.org/10.61132/epaperbisnis.v3i3.764Keywords:
Collaborative Leadership Style, Employee Work Effectiveness, Institutional Loyalty, Institutional Work Culture, Work Expectation FulfillmentAbstract
This study aims to analyze the causal mechanisms linking institutional work culture, institutional loyalty, and collaborative leadership style to employee work effectiveness through work expectation fulfillment at PT Bank Rakyat Indonesia (Persero) Tbk, Pati Branch. An explanatory quantitative approach was applied, involving a population of 240 permanent and contract employees within the operational branch office. The sample size was systematically determined using a proportional random sampling technique, yielding 135 representative respondents. Primary data collection was executed through structured questionnaires that underwent rigorous instrument validity and reliability testing. Hypothesis testing and the evaluation of inter-variable relationships were analyzed using the Structural Equation Modeling (SEM) technique powered by AMOS software version 31 to validate the structural model and precisely measure direct and indirect effects. The structural test results demonstrate that institutional work culture, institutional loyalty, and collaborative leadership style exert a positive and significant effect on work expectation fulfillment. Furthermore, institutional loyalty and collaborative leadership style directly elevate employee work effectiveness, whereas institutional work culture is proven to have no significant direct impact on daily task effectiveness. Nevertheless, all three independent variables were empirically proven to indirectly affect employee work effectiveness through the mediation of work expectation fulfillment. The practical implications of this study demand that the management of PT Bank Rakyat Indonesia (Persero) Tbk, Pati Branch, shift beyond the normative socialization of corporate cultural values to instead reinforce participative leadership approaches and affective commitment. This is crucial to guarantee the fulfillment of employees' professional expectations, ultimately driving sustainable operational productivity in banking.
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