KEPEMIMPINAN MELAYANI TERHADAP KINERJA ORGANISASI MELALUI KEADILAN ORGANISASI
Abstract
This study aims to empirically test and prove the influence of servant leadership on organizational performance, both directly and through organizational justice. This study uses a quantitative approach. The data that can be collected and analyzed amounts to 147 permanent employees who work in several fields at the Trade and Industry Service and the Regional Secretariat of Central Halmahera Regency. Sampling uses a proportional probability technique. SEM-PLS with the SmartPLS 3.0 application is used to test the hypothesis. The results of the study indicate that to improve organizational performance, it can be done by implementing servant leadership that increases the sense of fairness to members of the organization. Servant leadership does not have a significant influence on organizational performance. The organizational justice that is currently felt is able to improve organizational performance. Organizational justice is also able to mediate the influence of servant leadership on significant organizational performance. Theoretically, the results of this study are expected to contribute to the development of human resource management science and organizational behavior so that it can provide benefits to academics and practitioners of regional apparatus organizational management.
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Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2003). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of Business Ethics, 116(2), 433–440.
Dadang, Megaster, T., & Rofiq, I. S., (2023) Kinerja Karyawan: Servant Leadership Dan Komitmen Personil. Jurnal Comparative: Ekonomi Dan Bisnis. 5(1), 69-77.
Damri, M. (2024). Pengaruh kepemimpinan melayani terhadap kinerja karyawan sektor publik di Indonesia. Jurnal Administrasi dan Manajemen Ekonomi (JAMEK), 5(1), 55–66. Retrieved from https://journal.fkpt.org/index.php/JAMEK/article/download/1645/718
Donkor, F. (2021). Servant leadership and organizational performance: The mediating role of employee engagement. International Journal of Business and Management, 16(3), 45–58.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2008). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040–1050.
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Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press. en.wikipedia.org
Handayani, R., Prasetya, I. & Burhan. (2023). Pengaruh Keadilan Organisasi Terhadap Perilaku Inovatif dengan Kepercayaan Organisasi sebagai mediasi. Jurnal Penelitian Dan Pengkajian Ilmiah Sosial Budaya (JPPISB) Vol. 2 No. 1 pp. 93-102.
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Nawawi, I. (2013). Budaya organisasi kepemimpinan dan Kinerja. Jakarta: PT. Fajar Iterpratama Mandiri.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.2307/256591
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
Oh, H., Fiore, A. M., & Jeoung, M. (2007). Measuring experience economy concepts: Tourism applications. Journal of Travel Research, 46(2), 119–132. (https://doi.org/10.1177/0047287507304039)
Saleem, F., Malik, M. I., & Qureshi, S. (2020). Servant leadership and organizational performance: The mediating role of organizational culture. Journal of Management Development, 39(4), 539–550.
Spears, L. C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1(1), 25–30.
Widarianti, Y., & Sintaasih, D. K. (2019). Keadilan organisasi dan kinerja pegawai: Studi pada sektor publik. Jurnal Manajemen Indonesia, 19(2), 101–112. https://doi.org/10.25124/jmi.v19i2.2513Yücel, İ. (2021). The effect of servant leadership on organizational performance: The mediating role of job satisfaction. Business & Management Studies: An International Journal, 9(1), 123–140.
Wihatmono, S.R., Suharman, H., & Daryanto, (2025). Leadership Commitment and Organizational Culture Influence on Implementation of Good Governance in Improving Financial Information Systems Quality at the Regional Revenue Agency of West Java Province, 26 February 2025, PREPRINT (Version 1) available at Research Square [https://doi.org/10.21203/rs.3.rs-6083469/v1]
Strugar Jelača, M., Bjekić, R., Berber, N., Aleksić, M., Slavić, A., & Marić, S. (2022). Impact of managers’ emotional competencies on organizational performance. Sustainability, 14(14), 8800. https://doi.org/10.3390/su14148800ResearchGate
Positive Action. (n.d.). The 5 Social Emotional Learning (SEL) Core Competencies. Retrieved from https://www.positiveaction.net/blog/sel-competenciesPositive Action
Tenenhaus, M., Vinci, V. E., Chatelin, Y. M., and Laoru, C. (2005). PLS path modeling. Computational Statistics and Data Analysis, Vol. 48: 159-205.
BMC Psychology. (2024). Training emotional competencies at the workplace: A systematic review. BMC Psychology, 12, Article 2198. https://bmcpsychology.biomedcentral.com/articles/10.1186/s40359-024-02198-3BioMed Central+1PMC+1.
Al-afeshat, R., & Aboud, F. (2019). Kepemimpinan melayani Impact on Organizational Performance: The Mediating Role of Employee Engagement. International Journal of Human Resource Studies, 9(3), 85. https://doi.org/10.5296/ijhrs.v9i3.15047
Ali, F., Ryu, K., & Hussain, K. (2016). Influence of experiences on memories, satisfaction and behavioral intentions: A study of creative tourism. Journal of Travel & Tourism Marketing, 33(1), 85–100. (https://doi.org/10.1080/10548408.2015.1038418)
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free Press.
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21(4), 34–48. https://doi.org/10.5465/amp.2007.27895338
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2003). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of Business Ethics, 116(2), 433–440.
Dadang, Megaster, T., & Rofiq, I. S., (2023) Kinerja Karyawan: Servant Leadership Dan Komitmen Personil. Jurnal Comparative: Ekonomi Dan Bisnis. 5(1), 69-77.
Damri, M. (2024). Pengaruh kepemimpinan melayani terhadap kinerja karyawan sektor publik di Indonesia. Jurnal Administrasi dan Manajemen Ekonomi (JAMEK), 5(1), 55–66. Retrieved from https://journal.fkpt.org/index.php/JAMEK/article/download/1645/718
Donkor, F. (2021). Servant leadership and organizational performance: The mediating role of employee engagement. International Journal of Business and Management, 16(3), 45–58.
García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2008). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040–1050.
Ghozali, H.I. & Latan, H. (2015). Partial Least Squares – Konsep, Teknik dan Aplikasi SmartPLS 2.0. Badan Penerbit Universitas Diponegoro Semarang
Greenberg, J. (1990). Organizational Justice: Yesterday, Today, And Tomorrow. Journal of Management, Vol 16(2), 399-432.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press. en.wikipedia.org
Handayani, R., Prasetya, I. & Burhan. (2023). Pengaruh Keadilan Organisasi Terhadap Perilaku Inovatif dengan Kepercayaan Organisasi sebagai mediasi. Jurnal Penelitian Dan Pengkajian Ilmiah Sosial Budaya (JPPISB) Vol. 2 No. 1 pp. 93-102.
Hair., J., Hult, G.T.M. Ringle, C.M., and Sarstedt, M. (2014). A primer on Partial Least Square Structure Equation Modeling (SEM-PLS). Los Angeles; Sage Publication.
Jogiyanto, H. & Abdillah, W. (2016). Partial Least Square (PLS): Alternatif Structural Equation Modeling (SEM) dalam Penelitian Bisnis. Yogyakarta: Andi.
Jufrizen, J., & Hamdani, H. (2023). Pengaruh keadilan organisasi terhadap kinerja pegawai: Peran mediasi Organizational Citizenship Behavior. Retrieved from https://www.researchgate.net/publication/371591258_Pengaruh_Keadilan_Organisasi_Terhadap_Kinerja_Pegawai_Peran_Mediasi_Organizational_Citizenship_Behavior
Kulachai, W., Tedjakusuma, A., Phoraksa, T., Homyamyen, P., Benchakhan, K., & Pongnairat, K. (2024). The Impacts Of Perceived Organizational Support On Trust In Supervisor And Employees’ Creativity. International Journal For Quality Research, 18(2), 405–416.Ludwikowska, K., & Tworek, K. (2022). Dynamic capabilities of IT as a factor shaping kepemimpinan melayani influence on organizational performance. Procedia Computer Science, 207, 34-43. https://doi.org/10.1016/j.procs.2022.09.035
Maesaroh, S & Asy'ari, H. (2025) Gaya Kepemimpinan Servant Leadership dan Implikasinya terhadap Budaya Pelayanan di Organisasi. Jurnal Pendidikan Tambusai. 9(1), 140-145
Nawawi, I. (2013). Budaya organisasi kepemimpinan dan Kinerja. Jakarta: PT. Fajar Iterpratama Mandiri.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.2307/256591
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
Oh, H., Fiore, A. M., & Jeoung, M. (2007). Measuring experience economy concepts: Tourism applications. Journal of Travel Research, 46(2), 119–132. (https://doi.org/10.1177/0047287507304039)
Saleem, F., Malik, M. I., & Qureshi, S. (2020). Servant leadership and organizational performance: The mediating role of organizational culture. Journal of Management Development, 39(4), 539–550.
Spears, L. C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1(1), 25–30.
Widarianti, Y., & Sintaasih, D. K. (2019). Keadilan organisasi dan kinerja pegawai: Studi pada sektor publik. Jurnal Manajemen Indonesia, 19(2), 101–112. https://doi.org/10.25124/jmi.v19i2.2513Yücel, İ. (2021). The effect of servant leadership on organizational performance: The mediating role of job satisfaction. Business & Management Studies: An International Journal, 9(1), 123–140.
Wihatmono, S.R., Suharman, H., & Daryanto, (2025). Leadership Commitment and Organizational Culture Influence on Implementation of Good Governance in Improving Financial Information Systems Quality at the Regional Revenue Agency of West Java Province, 26 February 2025, PREPRINT (Version 1) available at Research Square [https://doi.org/10.21203/rs.3.rs-6083469/v1]
Strugar Jelača, M., Bjekić, R., Berber, N., Aleksić, M., Slavić, A., & Marić, S. (2022). Impact of managers’ emotional competencies on organizational performance. Sustainability, 14(14), 8800. https://doi.org/10.3390/su14148800ResearchGate
Positive Action. (n.d.). The 5 Social Emotional Learning (SEL) Core Competencies. Retrieved from https://www.positiveaction.net/blog/sel-competenciesPositive Action
Tenenhaus, M., Vinci, V. E., Chatelin, Y. M., and Laoru, C. (2005). PLS path modeling. Computational Statistics and Data Analysis, Vol. 48: 159-205.
BMC Psychology. (2024). Training emotional competencies at the workplace: A systematic review. BMC Psychology, 12, Article 2198. https://bmcpsychology.biomedcentral.com/articles/10.1186/s40359-024-02198-3BioMed Central+1PMC+1.
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Published
2025-06-30
How to Cite
PRASETIAWATY, Nureka; HASYIM, Abd Wahab; SABUHARI, Rahmat.
KEPEMIMPINAN MELAYANI TERHADAP KINERJA ORGANISASI MELALUI KEADILAN ORGANISASI.
Cakrawala Management Business Journal, [S.l.], v. 8, n. 1, p. 146-170, june 2025.
ISSN 2623-0887.
Available at: <https://journal.feb.unipa.ac.id/index.php/cmbj/article/view/398>. Date accessed: 11 sep. 2025.
doi: https://doi.org/10.30862/cm-bj.v8i1.398.
Section
Articles
