The Influence of Leadership Style, Organizational Culture, and Organizational Commitment on Member Performance of Karang Taruna RW. 03 Klampis Semalang, Surabaya
Abstract
This study aims to examine and analyze the partial and simultaneous effects of leadership style, organizational culture, and organizational commitment on the performance of members of Karang Taruna RW.03 Klampis Semalang, Surabaya. This study employs a quantitative approach with a saturated sampling technique, where all 42 active board members and youth representatives were selected as respondents. Primary data were gathered through structured Likert-scale questionnaires and processed using Statistical Package for the Social Sciences (SPSS) version 29. Data analysis procedures included instrument validity and reliability testing, classical assumption tests (normality, multicollinearity, and heteroskedasticity), multiple linear regression analysis, hypothesis testing (t-test and F-test), and the coefficient of determination (R²). The empirical findings indicate that leadership style (β = 0.234, t = 2.118, p = 0.041), organizational culture (β = 0.426, t = 3.521, p = 0.001), and organizational commitment (β = 0.222, t = 2.177, p = 0.036) each exert a positive and statistically significant effect on member performance. Organizational culture was identified as the most dominant predictor. Simultaneously, leadership style, organizational culture, and organizational commitment significantly influence member performance (F = 15.680, p < 0.001), explaining 51.8% of the variance (Adjusted R² = 0.518). These findings suggest that non-profit youth organizations must foster participative leadership, cultivate cohesive cultural norms, and enhance psychological attachment among members to maximize organizational performance.
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