Does transformational leadership encourage organizational commitment?

This study aims to determine whether job satisfaction mediates the relationship between transformational leadership and the organizational commitment of civil servants. A structural equation modeling approach was used to test the collected data with a sample of 51 respondents. The results show that job satisfaction can mediate the relationship between transformational leadership and organizational commitment.


Introduction
Human resources (HR) is an essential aspect of a company or organization to mobilize other resources. The low level of Organizational Commitment and Job Satisfaction at the Department of Transportation of the City of Palangka Raya is indicated by direct interviews with several employees of the Department of Transportation of the City of Palangka Raya. Changes in organizational management today are a big challenge for public sector organizations or government organizations. Several studies have emphasized the importance of variable is a latent variable. SmartPLS is used in this study because it can be applied to any data scale (nominal, ordinal, interval, ratio) and more flexible assumption requirements. The PLS approach is based on a shift in analysis from measuring model parameter estimates to measuring relevant predictions. So the focus of the analysis shifts from only estimation and interpretation of significant parameters to the validity and accuracy of forecasts. This analytical tool is also very appropriate for predictive research, referring to causal relationships.

Table 1. Indicators Variables
During data analysis, the researcher applies cut-off values for evaluating the outer model stage 1, namely, indicator reliability, with the loading value of each indicator starting from 0.7 and above. (Ghozali & Latan, 2015), Internal Consistency Reliability, by looking at composite reliability and Cronbach's alpha, the cut off value is 06 -07 (Ghozali & Latan, 2015); Cronbach's alpha is higher than 0.6 (Ghozali & Latan, 2015); Convergent validity, evaluated by Average Variance Extracted (AVE) equal to or higher than 0.5. Discriminant validity was evaluated using a cross-loading value equal to or greater than 0.7 and the Fornell Larcker Criterion by comparing the square root value of the AVE against each construct. AVE root value > from other correlation values. The cut-off value used to evaluate the inner model: Collinearity test is evaluated with the VIF value; the value must be below 5. The coefficient of determination (R2) is expected to be close to 1, the value of R2 = 0.75 strong; 0.50 moderate and 0.25 weak (Ghozali & Latan, 2015). Chin gave the criteria for R2 values of 0.67 strong, 0.33 moderate and 0.19 weak (in (Ghozali & Latan, 2015). Crossvalidated redundancy (Q2) or Q-square test uses predictive relevance. The Qsquare test value is more than 0; the Q-square test is accurate to the construct  (Sarstedt et al., 2017). Measuring the path coefficient between constructs to see the significance, values -1 to +1. The closer to +1, the stronger the relationship between the two constructs (Ghozali & Latan, 2015).

Empirical Result
Based on Table 1 in the appendix, it is known that each research variable indicator has various outer loadings. Still, the data shows that all hands have an external loading value of more than 0.70, so the needle is declared feasible or valid to be used in research and can be used for further analysis. Furthermore, the Average Variance Extracted (AVE) variable of Transformational Leadership, Organizational Commitment, and Job Satisfaction has a value of more than 0.50; Thus, it can be stated that the indicator variables in the study are feasible or valid. The value of cross-loading and Fornell Larcker Criterion; An indicator is declared to meet the requirements of discriminant validity of the cross-loading of the syndicator on the variable is the largest compared to other variables, and the AVE root value higher than the correlation value. Based on the results obtained, it can be stated that the variables and indicators used in this study have good discriminant validity based on predetermined conditions (see Table  1 and Table 2).
Still, in Table 1, it can be seen that the composite reliability value of each research variable is more significant than 0.70. These results indicate that each variable has met the requirements of composite reliability. It can be stated that the research variables have a good and acceptable level of reliability. Also, it can be seen that the Cronbach's alpha value of each research variable is more significant than 0.60. These results indicate that each variable has met the requirements of Cronbach's alpha so that it can be stated that the research variables have a good level of reliability and can be accepted Inner Model Research Results The R-Square value for Job Satisfaction is 0.316, which means that the Transformational Leadership variable affects the Job Satisfaction Variable in the weak category. Meanwhile, for the employee Organizational Commitment variable, the R-Square value is 0.682, which means that the Transformational Leadership variable affects the Organizational Commitment variable in the strong category. Based on the R-Square value, it can be said that Organizational Commitment is influenced by the independent variable and the mediating variable (intervening) by 68.2%. In comparison, 31.8% is influenced by other variables outside the variables studied by the researcher. Furthermore, the value of Q Square is used to measure how well the observed values produced by the model and the parameter estimates are. When relevant predictive.
Meanwhile, the VIF values are all below 3; it can be concluded that there is no collinearity problem between predictor constructs (see Table 1).

Figure 1. Result of research's model
Based on the results of hypothesis testing (see Fig.1), it can be concluded that the Transformational Leadership variable affects employee organizational commitment through job satisfaction; this means that the higher the intensity of the application of Transformational Leadership, the higher the level of organizational commitment of employees and increased job satisfaction.
Satisfied employees tend to be more loyal to the organization. Transformational leadership can create a good and compelling atmosphere so that employees will feel confident in their work. It will impact employees being dedicated to their work and not wanting to leave the organization. The result is in line with research conducted by Siswatiningsih et al. (2016), Santoso (2014) and Widyastuti et al. (2014), Rosnani (2016), (Mwesigwa et al. (2020)

Conclusions
The results show that job satisfaction can mediate the relationship between transformational leadership and organizational commitment. This research has been attempted and carried out by scientific procedures. However, it still has limitations, such as the sample used is limited to one government organization, so it has not provided results that can be generalized to all government organizations. For further researchers, the results of this study are expected to expand the population used to offer broad conclusions for all offices, especially in the city of Palangka Raya.