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PENGARUH TRANSFORMATIONAL LEADERSHIP TERHADAP EMPLOYEE PERFORMANCE DENGAN ORGANIZATIONAL CULTURE DAN KNOWLEDGE SHARING SEBAGAI VARIABEL MEDIASI : Studi Pada Relationship Manager PT. Bank Rakyat Indonesia (Persero) Tbk. Regional Office Malang

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RINGKASAN

R. Wahyuniarto Purnomo, Magister Administrasi Bisnis, Fakultas Ilmu
Administrasi, Universitas Brawijaya, 2024. Pengaruh Transformational
Leadership Terhadap Employee Performance Dengan Organizational Culture
dan Knowledge Sharing Sebagai Mediasi. Pembimbing: Arik Prasetya, S.Sos.,
M.Si., Ph.D dan Dr. Ika Ruhana, S.Sos., M.Si.

PT Bank Rakyat Indonesia (Persero) Tbk. (BRI) merupakan salah satu bank
terbesar di Indonesia yang terus berupaya memperkuat posisinya di pasar dan
mencapai keberhasilan yang berkelanjutan. Dalam menghadapi persaingan yang
semakin ketat di sektor perbankan, BRI fokus pada transformasi internal,
terutama melalui peningkatan kualitas sumber daya manusia. Kinerja karyawan,
khususnya pada posisi Relationship Manager (RM), menjadi salah satu elemen
kunci yang mendukung pencapaian target perusahaan dan kepuasan nasabah.
Meskipun BRI telah mengimplementasikan berbagai program untuk mendukung
kinerja karyawan, masih terdapat tantangan yang perlu diatasi, seperti
rendahnya kolaborasi antar tim, keterlambatan dalam penyelesaian tugas, dan
kurangnya pemahaman terhadap produk yang dapat mempengaruhi hasil kerja.
Penelitian ini bertujuan untuk menguji pengaruh transformational leadership
terhadap employee performance, dengan organizational culture dan knowledge
sharing sebagai variabel mediasi. Pemetaan variabel yang berhubungan dengan
kinerja karyawan telah dilakukan, namun masih terdapat celah penelitian terkait
bagaimana transformational leadership, organizational culture, dan knowledge
sharing dapat meningkatkan kinerja karyawan di sektor perbankan, khususnya
pada posisi RM di BRI. Selain itu, meskipun banyak penelitian yang mengkaji
pengaruh budaya organisasi terhadap kinerja, terdapat ketidakkonsistenan
dalam hasil penelitian sebelumnya yang menunjukkan variasi dalam pengaruh
yang signifikan maupun tidak signifikan terhadap kinerja.

Penelitian ini menggunakan pendekatan kuantitatif dengan desain explanatory
research untuk menguji dan menganalisis pengaruh transformational leadership
terhadap employee performance, yang dimediasi oleh organizational culture dan
knowledge sharing. Kerangka teori yang digunakan adalah Organizational
Behaviour dan Social Exchange Theory (SET). Dalam penelitian ini, terdapat
delapan hipotesis yang diuji yang mencakup gaya kepemimpinan
transformasional, budaya organisasi, knowledge sharing, dan kinerja karyawan.
Populasi penelitian ini adalah Relationship Manager di PT BRI Regional Office
Malang, dengan sampel yang terdiri dari 262 orang. Data dikumpulkan melalui
survei online menggunakan kuesioner dan dianalisis dengan Structural Equation
Modeling (SEM) menggunakan software SmartPLS.
Hasil penelitian menunjukkan bahwa transformational leadership berpengaruh
signifikan terhadap organizational culture dan knowledge sharing, yang pada
gilirannya berpengaruh terhadap employee performance.

Selain itu,organizational culture juga terbukti berpengaruh signifikan terhadap knowledge
sharing dan employee performance. Selanjutnya, knowledge sharing ditemukan
memiliki pengaruh signifikan terhadap employee performance. Yang menarik,
penelitian ini juga menunjukkan bahwa organizational culture dan knowledge
sharing berperan sebagai mediator yang menguatkan pengaruh transformational
leadership terhadap employee performance. Temuan ini memberikan kontribusi
penting dalam pengelolaan kinerja karyawan di sektor perbankan, khususnya
dalam hal penerapan gaya kepemimpinan yang transformasional, penguatan
budaya organisasi yang mendukung kolaborasi, serta peningkatan berbagi
pengetahuan di antara karyawan.

Berdasarkan hasil penelitian ini, disarankan agar PT Bank Rakyat Indonesia
(BRI) terus memperkuat penerapan transformational leadership di semua level
manajerial guna memotivasi dan menginspirasi karyawan. Selain itu, perusahaan
perlu memperkuat budaya organisasi yang mendukung keterbukaan, kolaborasi,
dan inovasi agar dapat meningkatkan efektivitas kerja. Penerapan praktik
knowledge sharing yang lebih intensif juga perlu didorong untuk mempercepat
proses pembelajaran dan peningkatan kinerja karyawan. Dengan menciptakan
lingkungan kerja yang positif, memberikan pelatihan yang relevan, serta
melakukan penilaian kinerja secara berkala, BRI dapat terus meningkatkan
kinerja karyawan dan meraih tujuannya dalam menghadapi persaingan yang
semakin ketat di pasar perbankan Indonesia.

SUMMARY

R. Wahyuniarto Purnomo, Master of Business Administration, Department of
Business Administration, Brawijaya University, 2024. The Influence of
Transformational Leadership on Employee Performance with Organizational
Culture and Knowledge Sharing as Mediators. Supervisors: Arik Prasetya,
S.Sos., M.Si., Ph.D. and Dr. Ika Ruhana, S.Sos., M.Si.
PT Bank Rakyat Indonesia (Persero) Tbk. (BRI) is one of the largest banks in
Indonesia, continuously striving to strengthen its market position and achieve
sustainable success. In the face of increasingly intense competition in the
banking sector, BRI focuses on internal transformation, particularly through the
enhancement of human resource quality. Employee performance, particularly in
the role of Relationship Manager (RM), plays a crucial role in achieving the
company’s targets and customer satisfaction. Although BRI has implemented
various programs to support employee performance, there are still challenges
that need to be addressed, such as low collaboration between teams, delays in
task completion, and insufficient understanding of products, which can affect
work outcomes.

This study aims to examine the influence of transformational leadership on
employee performance, with organizational culture and knowledge sharing as
mediating variables. While the relationship between these variables and
employee performance has been mapped, there is still a research gap regarding
how transformational leadership, organizational culture, and knowledge sharing
can simultaneously improve employee performance, especially in the banking
sector, particularly for RMs at BRI. Moreover, although numerous studies have
explored the impact of organizational culture on performance, there is
inconsistency in previous research results, with some showing significant effects
and others not.

This study uses a quantitative approach with explanatory research design to test
and analyze the effects of transformational leadership on employee performance,
mediated by organizational culture and knowledge sharing. The theoretical
framework employed includes Organizational Behavior and Social Exchange
Theory (SET). This research tests eight hypotheses that examine the
relationships between transformational leadership, organizational culture,
knowledge sharing, and employee performance. The population for this study is
Relationship Managers at PT BRI Regional Office Malang, with a sample size of
262 individuals. Data was collected via an online survey using a questionnaire
and analyzed using Structural Equation Modeling (SEM) with SmartPLS
software.

The results of this study show that transformational leadership has a significant
effect on organizational culture and knowledge sharing, which in turn affects
employee performance. Additionally, organizational culture is also shown to
significantly influence knowledge sharing and employee performance.
Furthermore, knowledge sharing was found to have a significant effect on
employee performance. Notably, the study also demonstrates that organizational
culture and knowledge sharing serve as mediators, strengthening the influence of
transformational leadership on employee performance. These findings make a

significant contribution to the management of employee performance in the
banking sector, particularly regarding the application of transformational
leadership styles, the reinforcement of organizational culture that supports
collaboration, and the enhancement of knowledge sharing among employees.
Based on the results of this study, it is recommended that PT Bank Rakyat
Indonesia (BRI) continue to strengthen the implementation of transformational
leadership at all managerial levels to motivate and inspire employees. In addition,
the company should reinforce an organizational culture that supports openness,
collaboration, and innovation in order to improve work effectiveness. The
implementation of more intensive knowledge sharing practices should also be
encouraged to accelerate the learning process and improve employee
performance. By creating a positive work environment, providing relevant
training, and conducting regular performance evaluations, BRI can continue to
enhance employee performance and achieve its goals in the increasingly
competitive Indonesian banking market.

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Ketersediaan

202574

TES 658,31 PUR p 2025 K1

Fadel Muhammad Resource Center (Ilmu Terapan dan Teknologi)

Tersedia namun tidak untuk dipinjamkan - No Loan

Informasi Detail

Judul Seri

-

No. Panggil

TES 658,31 PUR p 2025 K1

Penerbit

Malang : Program Magister Ilmu Administrasi Bisnis Fakultas Ilmu Administrasi Universitas Brawijaya Malang., 2025

Deskripsi Fisik

xix, 132 Halaman ; Ilus : 29,5 cm

Bahasa

Indonesia

ISBN/ISSN

-

Klasifikasi

658,31

Tipe Isi

text

Tipe Media

-

Tipe Pembawa

-

Edisi

-

Subjek

Tesis / Thesis

Info Detail Spesifik

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Pernyataan Tanggungjawab

R. Wahyuniarto Purnomo

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