P-ISSN: 2827-9832
E-ISSN: 2828-335x
http://ijsr.internationaljournallabs.com/index.php/ijsr
1039
THE EFFECT OF ROLE CONFLICT AND TRANSFORMATIONAL
LEADERSHIP ON ORGANIZATIONAL COMMITMENT WITH JOB
SATISFACTION AS A MEDIATION VARIABLE ON MEMBERS OF
THE REGIONAL COORDINATION TEAM IN WEST SUMATRA
PROVINCE
Aulia Putra Kapur, Harif Amali Rivai, Laura Syahrul
Universitas Andalas
auliaputrakapur@gmail.com, harifamali@gmail.com, laurasyahrul@gmail.com
ABSTRACT
This study aims to analyze the effect of role conflict and transformational leadership on organizational
commitment with job satisfaction as a mediating variable for regional cooperation team members in West
Sumatra Province. and the presence of team members often occurs through representatives from each party.
The sampling technique was carried out using simple random sampling method with a total sample of 105
members. This study uses Partial Least Squares-Structural Equations Modeling (PLS-SEM) with the
smartPLS 3 program by analyzing the outer model used for reliability and validity tests and the inner model
analysis used for hypothesis testing. The results showed that transformational leadership had a positive and
significant effect on job satisfaction while transformational leadership had no positive and significant effect
on organizational commitment, then job satisfaction had no negative and insignificant effect on
organizational commitment then role conflict had no positive and significant effect on job satisfaction then
role conflict does not have a negative and significant effect on organizational commitment and job
satisfaction does not mediate the relationship between transformational leadership on organizational
commitment and job satisfaction does not mediate role conflict on organizational commitment. then the
implication of this research is to evaluate work processes and leadership styles by reducing the demands of
job roles that exceed the resources owned by employees. In addition, establishing better communication
between employees and with superiors can also minimize the occurrence of role conflicts and it is expected
that leaders can improve ways of leading in order to improve employee performance.
Keywords: Role Conflict, Transformational Leadership, Job Statisfaction, Organizational
Commitment
This article is licensed under CC BY-SA 4.0
INTRODUCTION
Every organization has a goal to be achieved. One of the factors that support the
achievement of these goals is the individual or talent in the organization. Therefore, it is
necessary to manage individuals (HR) within the organization to achieve its goals of the
organization. Human Resource Management (HR) achieves the goals set by the organization
because it takes into account that individuals are the most important organizational assets and
need to be managed appropriately and strategically (Yuniarsih and Suwatno, 2011). In terms
of representing the central government, the role of the Provincial Government of West Sumatra
is to carry out coordinated regional cooperation between districts/cities throughout West
Sumatra and ensure cooperation with neighboring provinces. This is done to build orderly
government control, increase the regional ability to optimally utilize resources, develop the
economy, reduce poverty, and handle technical and legal aspects in the implementation of
regional cooperation with other regions and regional cooperation with third parties.
With the formation of the Province of West Sumatra, there has been no mandatory
cooperation carried out by the Province of West Sumatra, the implementation of which is in
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with Job
Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West Sumatra
Province
1040 2, 4., March 2023
accordance with the procedures for implementing cooperation stipulated in the Minister of
Home Affairs Regulation (Permendagri) Year 2020 Number 22, administratively, the Province
of West Sumatra and the bordering Province are required to carry out mandatory cooperation
both between Regencies/Cities and Other Bordering Provinces. From the information above,
we can see that there is a lot of homework to be done by the regional cooperation coordinating
team. If this mandatory cooperation is not carried out, it will become finding by the Inspectorate
General of the Ministry of Home Affairs as the supervisor of the performance of the Regional
Governments and the implementation of this cooperation will be taken over by the central
government and the provincial government cannot intervene in the implementation of the
regional cooperation itself.
For this reason, it is necessary to accelerate the implementation of regional cooperation
both between provinces and neighboring cities/regencies The cause of the non-implementation
of mandatory cooperation is due to the presence of team members from relevant agencies in
discussing the implementation of cooperation by 50%. However, the presence of team
members often occurs through representatives from each party, such as secretariat members
filled with Echelon IV officials and not members who have greater decision-making authority.
The reason that is often given by team members when they are unable to attend is that there are
many activities related to core tasks that must be completed. As a result, discussions regarding
the implementation of regional cooperation are often delayed. identified as a factor in
understanding and explaining employee behavior related to work.
If you look at the causes above, it can be concluded that there is an agenda of activities
that often coincide with the schedule for discussing the implementation of this regional
cooperation. This is because, apart from being trusted as team members, members of the
Regional Cooperation Coordination Team must also carry out the mandate which is their duty
and responsibility as regional officials or regional civil servants. Thus it can be seen that the
number of roles that must be carried out by each member of the team disrupts the acceleration
of the implementation of regional cooperation in accordance with the statement of Saraswati
and Sirait (2015) that role conflict is a situation where individuals are faced with many and
different roles.
Besides role conflict, another factor that influences organizational commitment is
transformational leadership. Leaders have an important role considering that leaders have
goals, set visions and goals, provide motivation to subordinates, and build organizational
culture through the messages conveyed. A leader is a tool to exercise power and strength to
motivate and invite so as to encourage the involvement of members to achieve a common vision
and goals. Leaders who have transformational leadership, can make changes or transformations
to subordinates with an effort to achieve goals by focusing and paying attention to the needs of
subordinates by showing charisma, providing inspiration and motivating subordinates
individually (Wahidah, 2022). Subordinates are loyal, admire, and believe in the leader because
he is able to be a role model in the organization. Bass in Judge and Robbins (2013) explains
that leaders who can provide intellectual stimulation and individual consideration to each
subordinate are called leaders who have transformational leadership characteristics.
Transformational leaders provide impetus for change and motivation, and form awareness in
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with
Job Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West
Sumatra Province
1041 2., 4., March 2023
subordinates of the importance of work results, organization, and meeting the higher needs
they have.
METHOD
The sample consists of a large number of members selected from the population or
subgroups of the population. Sampling can be done in two ways, namely stochastic sampling
and non-stochastic sampling. This survey uses a census technique of probability sampling or
saturated sampling. With this technique, every member of the population has the same
opportunity to be selected as the sample. Probability or census sampling according to Sugiyono
(2008) is a sampling technique in which all members of the population are sampled. This
census sample was conducted because respondents are members of the population who can
provide information related to research conducted by researchers. Therefore, the sample of this
study was 105 employees in the coordination team for regional cooperation in the province of
West Sumatra.
The method that the writer uses in analyzing the data for this study is descriptive statistical
analysis. According to Sugiyono (2011), descriptive analysis is a form of statistics that helps
someone to analyze or explain the collected data as it is, without intending to draw or generalize
general conclusions. This analysis is intended to explain the characteristics of all research
variables. Displays data in the frequency distribution table and calculates the level of
attainment (TCR) of the respondents. The TCR calculation is intended to find out how well the
survey variables are satisfied based on the respondents' responses. Before calculating the TCR,
the total score for each statement item is calculated from the respondents' responses. The
instrument used in this study uses a Likert scale.
In accordance with the hypothesis that has been formulated, in this study the analysis of
inferential statistical data was measured using SmartPLS software starting from model
measurements (outer model), model structure (inner model) and hypothesis testing (Ghozali,
2014). PLS according to Ghozali (2014) is an alternative approach that shifts from the
covariant-based Structural Equation Modeling (SEM) approach to variance-based. SEM which
is based on covariance generally tests causality/theory while PLS is more of a predictive model.
There are two kinds of tests carried out to evaluate the measurement model, namely the
validity test and the reliability test. The validity test is divided into two, namely convergent
validity and measurement validity. convergent validity using in conducting testing convergent
validity can be assessed based on outer loadings or loading factors and Average Variance
Extracted (AVE). Usually in research used a loading factor limit of 0.70. An indicator can be
declared to meet convergent validity and have a high level of validity when the outer loadings
value is > 0.70. While the Convergent Validity Test means that a set of indicators represents
one latent variable and the underlying latent variable. This representation can be demonstrated
through unidimensionality which can be expressed using the average value of the extracted
variance (Average Variance Extracted / AVE). The AVE value is at least 0.5. This value
describes adequate convergent validity which means that one latent variable is able to explain
more than half of the variance of its indicators on average (Ghozali, 2014). This test is
conducted to see how big the difference between variables. The next condition that must also
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with Job
Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West Sumatra
Province
1042 2, 4., March 2023
be met is the square root of the AVE for each variable. It must be greater than the correlation
value with other variables.
Then discriminant validity is carried out to ensure that each concept from each latent model
is different from other variables. Validity testing is carried out to find out how precisely a
measuring instrument performs its measurement function (Ghozali, 2014). In SMART-PLS,
discriminant validity testing can be assessed based on the Fornell-Larcker criterion and cross-
loading. In the Fornell-Larcker criterion test, discriminant validity can be said to be good if the
roots of the AVE in the construct are higher than the construct's correlation with other latent
variables, whereas in the cross-loading test, it must show a higher indicator value from each
construct than the indicators in the other constructs. (Arikunto 2004). While testing
discriminant validity with the Heterotrait-Monotrait Ratio (HTMT) table can be seen from the
numbers contained in the table which cannot exceed 0.85 (Kline, 2011).
The reliability test in PLS can use two methods, namely Cronbach's alpha and composite
reliability. Cronbach's alpha measures the lower limit of the reliability value of a construct
while composite reliability measures the actual value of the reliability of a construct.
Composite reliability is considered better in estimating the internal consistency of a construct.
The rule of thumb used for the Composite Reliability value is greater than 0.7 and the
Cronbach's alpha value is greater than 0.7 (Ghozali, 2014). Composite reliability measures the
actual reliability value of a variable while Cronbach alpha measures the lowest value of the
reliability of a variable so that the composite reliability value is > 0.6 and the Cronbach Alpha
value is > 0.60.
Analysis using structural equation modeling (SEM). This allows you to perform path
analysis with hard-to-observe latent variables. SEM analysis uses the smartPLS 3.0 program
to employ a variance-based approach, also known as partial least squares (PLS). The structural
model consists of unobservable and theoretically related structures. This test involves
estimating the path coefficient which identifies the strength of the relationship between the
independent and dependent variables. When you test this structural model, bootstrap functions
are used to generate important values for path relationships between latent variables. The PLS
structural model is evaluated using the R-squared of the dependent structures, path coefficient
values, or the t-values of each path to examine the importance between structures in the
structural model. The value of the coefficient of determination is a goodness-of-fit test model
(Ghozali, 2014). The following shows the conceptual framework of this study.
Figure 1. Conceptual Framework
Job Satisfaction
Mo
Role Conflicts
X1
Transformational
Leadership
X2
Organizational
Commitment
Y
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with
Job Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West
Sumatra Province
1043 2., 4., March 2023
From the picture above, the hypothesis is obtained as follows.
1. H1 : Role Conflict affects on the organizational commitment at the employees in the
coordination team for regional cooperation in the province of West Sumatra.
2. H2: Transformational leadership affects the organizational commitment of the
employees in the coordination team for regional cooperation in the province of West
Sumatra.
3. H3: Job satisfaction affects the organizational commitment of the employees in the
coordination team for regional cooperation in the province of West Sumatra.
4. H4: Role Conflict affects the job satisfaction of employees in the coordination team for
regional cooperation in the province of West Sumatra.
5. H5: Transformational leadership affects the Job satisfaction of the employees in the
coordination team for regional cooperation in the province of West Sumatra.
6. H6: Role conflict influences organizational commitment with job satisfaction as a
mediating variable for the employees in the coordination team for regional cooperation
in the province of West Sumatra.
7. H7: Transformational Leadership affects organizational commitment with job
satisfaction as a mediating variable at employees in the coordination team for regional
cooperation in the province of West Sumatra.
RESULTS AND DISCUSSION
The majority of respondents in the analysis of the characteristics of respondents based on
gender, male respondents totaled 65 people or 65.30% of the total respondents. While the
fewest respondents were women totaling 35 people or 34.70% of the total respondents, the
majority of respondents were in the age group 21-30 years, namely 29 people or 28.70%. Then
followed by the ages of 31-40 years, 27 people or 26.70%, and the respondents with the
smallest age, namely age <25 years, were 2 people with a percentage of 2.00%. This shows
that in carrying out work, members of the Regional Cooperation Coordination Team of West
Sumatra Province are dominated by employees aged 21-30 years, then Members of the
Regional Cooperation Coordination Team of West Sumatra Province are dominated by
employees with the last educational background as a bachelor (S1) then the majority of
respondents have an income of more than Rp. 2,500,000, - as many as 97 people or 97.0%. and
respondents with an income of less than IDR 2,500,000 were 3 people or 3.0% and the most
respondents in this study were between 16-20 years, namely 29 people or 28.80%. Then
followed by respondents with 10-15 years as many as 24 people or by 23.80% and a range of
2-5 years as many as 23 people or by 22.90% then less than 6-10 years by 21 people or by
20.80% the last is less than 2 years by 3 people or only 3.70% of the total respondents. This
shows that employees who are members of the Regional Cooperation Coordination Team for
West Sumatra Province are dominated by employees who have worked in government for 16-
20 years.
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with Job
Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West Sumatra
Province
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Figure 2. Model Outcome
Based on Figure 4.1 above, It is known that there are still several variable indicators that
have an outer loading value <0.7. The data shows that there are eleven variable indicators
whose outer loading values are below 0.7, namely KK6, KO10, KO15, KO1, KO5, KP20,
KP21, KP5 and KT7. These indicators are said to be invalid, so it is necessary to drop or delete
them. The following is the calculation result of the SEM-PLS model after removing invalid
indicators, where there are no variable indicators whose outer loading value is below 0.7.
Table 1.
Validity and Reliability
Variable
Average
Variance
Extracted
(AVE)
Role Conflict
0.638
Transformational
Leadership
0.643
Organizational
Commitment
0.621
Job Satisfaction
0.644
Based on the table above, the average variance extracted (AVE) value for role conflict,
transformational leadership, organizational commitment, and job satisfaction is more than 0.5.
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with
Job Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West
Sumatra Province
1045 2., 4., March 2023
This proves that all the constructs used in this study have a good validity value. while the
Cronbach alpha value for all variable indicators has a value greater than 0.6. The highest
reliability of Cronbach’s alpha value is in Transformational Leadership with a Cronbach’s
alpha value of 0.967. Thus these results indicate that all variables in the study have good
reliability.
Table 2.
Hypothetical Testing
Variable
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(STDEV)
T Statistics
(|O/STDEV|)
P
Values
TRANSFORMATIONAL
LEADERSHIP -> JOB
SATISFACTION
0.749
0.699
0.325
2.306
0.022
TRANSFORMATIONAL
LEADERSHIP ->
ORGANIZATIONAL
COMMITMENT
2.203
2.041
1.230
1.791
0.074
JOB SATISFACTION ->
ORGANIZATIONAL
COMMITMENT
-0.382
-0.381
0.487
0.784
0.433
ROLE CONFLICTS ->
JOB SATISFACTION
0.235
0.285
0.325
0.725
0.469
CONFLICT OF ROLES -
> ORGANIZATIONAL
COMMITMENTS
-1.111
-0.943
1.193
0.932
0.352
Based on Table 2 which is a calculation to see the direct effect between variables and
variables with dimensions, it can be seen that there is one hypothesis that is accepted, namely
H1 "The Influence of Transformational Leadership on Job Satisfaction" because it has a P-
Values of 0.022 which is smaller than the 0 significance level .05 and the T-statistical value of
2.306 is greater than the T-table of 1.962.
1. H1 : Transformational leadership has affects on the job statisfaction at the employees in
the coordination team for regional cooperation in the province of West Sumatra. The first
hypothesis tests whether leadership transformation has a positive effect on job
satisfaction. From table 4.24 it can be seen that the influence of transformational
leadership on job satisfaction with a t-statistical value of 2.306 > t-table value of 1.962
and a P-value of 0.022 < a significance value of 0.05. In addition, the original sample
value (O) shows that the effect of transformational leadership on job satisfaction is 0.749.
Thus, the results of this study accept the first hypothesis by stating that transformational
leadership influences job satisfaction.
2. H2 : Transformational leadership has no affects on the organizational commitment at the
employees in the coordination team for regional cooperation in the province of West
Sumatra. The second hypothesis tests whether Transformational Leadership has a
positive effect on organizational commitment. From table 4.24 it can be seen that the
influence of transformational leadership on organizational commitment with a t-
statistical value of 1.791 < t-table value of 1.962 and a P-value of 0.074 > a significance
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with Job
Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West Sumatra
Province
1046 2, 4., March 2023
value of 0.05. In addition, the value of the original sample (O) shows that the effect of
transformational leadership on organizational commitment is 2,203. Thus, the results of
this study reject the second hypothesis by stating that transformational leadership has no
effect on organizational commitment
3. H3 : Job statisfaction has no affects on the organizational commitment at the employees
in the coordination team for regional cooperation in the province of West Sumatra. The
third hypothesis tests whether Job Satisfaction has a positive effect on organizational
commitment. From table 4.24 it can be seen that there is an effect of job satisfaction on
organizational commitment with a t-statistic value of 0.784 < t-table value of 1.962 and
a P-value of 0.433 < a significance value of 0.05. Then if you look at it, the original
sample value (O) has a positive value of -0.382. Thus, the results of this study reject the
third hypothesis by stating that Job Satisfaction has an effect on Organizational
Commitment.
4. H4 : Role Conflict has no affects on the job statisfaction for employees in the
coordination team for regional cooperation in the province of West Sumatra. The fourth
hypothesis tests whether role conflict has a positive effect on job satisfaction. From table
4.24 it can be seen that the effect of role conflict on job satisfaction with a t-statistic value
of 0.725 < t-table value of 1.962 and a P-value of 0.469 > a significance value of 0.05.
In addition, the original sample value (O) indicates that the effect of role conflict on job
satisfaction is positive by 0.235. Thus, the results of this study reject the fourth
hypothesis by stating that role conflict affects job satisfaction.
5. H5 : Role conflict has no affects on organizational commitment at the employees in the
coordination team for regional cooperation in the province of West Sumatra. The fifth
hypothesis tests whether role conflict has a positive effect on organizational
commitment. From table 4.24 it can be seen that the influence of role conflict on
organizational commitment with a t-statistic value of 0.932 < t-table value of 1.962 and
a P-value of 0.352 > a significance value of 0.05. In addition, the original sample value
(O) indicates that the effect of role conflict on organizational commitment is positive by
-1.111. Thus, the results of this study reject the fifth hypothesis by stating that role
conflict affects organizational commitment.
6. H6 : there is no indirect effect between transformational leadership and organizational
commitment through job satisfaction as the mediating variable Based on the results of
table 4.25, it can be seen that the T-statistic value is 0.734 < T-table 1.962 and the P-
value is 0.463 < 0.05. Which indicates that there is no indirect effect between
transformational leadership and organizational commitment through job satisfaction as
the mediating variable.
7. H7 : there is no indirect effect between role conflict and organizational commitment
through job satisfaction as the mediating variable. Based on the results of table 4.25, it
can be seen that the T-statistic value is 0.363 < T-table 1.962 and the P-value is 0.716 >
0.05. This indicates that there is no indirect effect between role conflict and
organizational commitment through job satisfaction as the mediating variable.
The Effect of Role Conflict and Transformational Leadership on Organizational Commitment with
Job Satisfaction as a Mediation Variable on Members of the Regional Coordination Team in West
Sumatra Province
1047 2., 4., March 2023
CONCLUSION
Based on the results of this study, it can be concluded that Transformational Leadership
influences job satisfaction in members of the regional cooperation coordination team. This
means that a leader or superior who is able to increase motivation and protect subordinates at
work will lead to job satisfaction for their subordinates which causes the benchmark of job
satisfaction to be determined from the way superiors treat their employees in the Members of
the West Sumatra Province Regional Cooperation Coordination Team and Transformational
Leadership has no effect on the commitment the organization of members of the cooperation
coordination team for the province of West Sumatra. This means that an employee's
commitment to his work unit is determined by the policy of the regional head of West Sumatra
Province, this also includes members of the regional cooperation coordination team serving in
their respective agencies, while job satisfaction has no effect on the organizational commitment
of members of the Province regional cooperation coordination team. West Sumatra. This means
that the satisfaction of members of the cooperation coordination team for the province of West
Sumatra is not influenced by their commitment to the team itself.
This is because an employee's job satisfaction is based on the leader's treatment of
subordinates, with motivation and guidance from the leadership will increase subordinates'
sense of satisfaction in carrying out the work. Furthermore, role conflict has no effect on job
satisfaction for members of the West Sumatra Province regional cooperation coordination
team. This means that the role conflicts that occur in the regional cooperation coordination
team are not influenced by the job satisfaction of the members of the West Sumatra province
regional cooperation coordination team. Furthermore, role conflict does not affect
organizational commitment, this means that the commitment of a team member coordinating
cooperation in his work unit is not based on the conflict that exists in the team. Meanwhile,
Transformational Leadership has no effect on organizational commitment with job satisfaction
as a mediating variable for members of the West Sumatra Province regional cooperation
coordination team. This means that a leader or boss cannot influence an employee's
organizational commitment through job satisfaction. And role conflict has no effect on
organizational commitment with job satisfaction as a mediating variable in members of the
West Sumatra Province Regional Cooperation Coordination Team.
Based on the results of the research above, the implication of this research is to evaluate
work processes and leadership styles so as to increase organizational commitment and job
satisfaction. This can be done by reducing the demands of job roles that exceed the resources
of the employee. In addition, establish better communication between superiors and
subordinates so as to minimize conflict. The transformational leadership carried out by the head
of the Government Bureau and Otda as the Secretariat of the Regional Cooperation
Coordination Team for West Sumatra Province is already good and needs to be maintained,
leaders should provide motivation, set an example and protect subordinates in facilitating the
implementation of regional cooperation in West Sumatra Province.
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