The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable

Abstract

Purpose

The objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.

Design/methodology/approach

The population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.

Findings

Leadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.

Originality/value

In organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

Citation

Pujiono, B., Setiawan, M., Sumiati and Wijayanti, R. (2020), "The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable", International Journal of Public Leadership, Vol. 16 No. 3, pp. 319-335. https://doi.org/10.1108/IJPL-11-2019-0071