Leadership and organizational culture as dual levers of work wthic in local government: Evidence of indirect – only and complementary mediation via job satisfaction at Kecamatan Pasar Rebo, Jakarta

Lidiana Endah Viefrien Rahayu ()
Additional contact information
Lidiana Endah Viefrien Rahayu: Sekolah Tinggi Ilmu Ekonomi Kusuma Negara

Journal of Economics and Business Letters, 2025, vol. 5, issue 1, 45-53

Abstract: This study examines how leadership and organizational culture shape civil servants’ work ethic in a Jakarta sub-district office, with job satisfaction specified as a mediating mechanism. Using a cross-sectional survey and hypothesis-testing design, we validated multi-item measures for leadership (supportive, directive, participative, achievement-oriented behaviors), organizational culture (shared values and routines), job satisfaction (pay/benefits, supervision, work content, opportunities), and work ethic (punctuality, diligence, adaptability). Measurement screening indicated satisfactory reliability and item validity. Regression/SEM results show that leadership and organizational culture both positively predict job satisfaction (R² ≈ .43). In the work-ethic model, organizational culture and job satisfaction exhibit positive, significant effects, while the direct leadership effect is non-significant; model fit explains a meaningful share of variance in work ethic (R² ≈ .20). Indirect-effect computations indicate an “indirect-only” mediation for leadership (leadership → satisfaction → work ethic) and “complementary” mediation for culture (direct + indirect paths in the same direction). Substantively, leader behaviors elevate employees’ felt fairness, clarity, and recognition, which translate into ethical diligence, whereas culture both institutionalizes normative expectations that directly pull behavior and simultaneously raises satisfaction. The findings support a dual-track improvement strategy: invest in participative, feedback-rich leadership to lift satisfaction, and codify culture norms (learning from mistakes, fair rewards, teamwork, punctuality) to directly and indirectly strengthen work ethic. Implications include embedding feedback cycles, clarifying performance standards, and aligning recognition/promotion systems with targeted ethical behaviors.

Keywords: leadership; organizational culture; job satisfaction; work ethic; public administration (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

Downloads: (external link)
https://journal.privietlab.org/download.php?id=3987 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:prv:jeblpv:883

Ordering information: This journal article can be ordered from
https://journal.priv ... EBL/article/view/883

DOI: 10.55942/jebl.v5i1.883

Access Statistics for this article

More articles in Journal of Economics and Business Letters from Privietlab Research Center
Bibliographic data for series maintained by Mochammad Fahlevi ().