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THE INFLUENCE OF SERVANT LEADERSHIP AND

ORGANIZATIONAL CLIMATE ON EMPLOYEE PERFORMANCE

THROUGH AFFECTIVE COMMITMENT AS AN INTERVENING

VARIABEL

(Study on Health Workers of Kumala Siwi Mijen Kudus Public Hospital)

Rizkia Prima Rahayu

, Intan Ratna Wati

Faculty of Economics and Business Diponegoro University, Semarang, Indonesia

1,2

rizkiaprima@gmail.com

, [email protected]m

PAPER INFO ABSTRACT

Received:

February 2023

Revised:

February 2023

Approved:

February 2023

Hospital is an integral part of the entire health care system that serves patients

with various types of services. Health problems have a big role in improving

people's standard of living. The spearhead of the hospital, namely health

workers, consists of various professions that work collaboratively. Health

worker performance refers to the extent to which health workers carry out

their roles based on work expertise and efficiently achieve hospital goals.

This study aims to examine how the influence of servant leadership and

organizational climate on employee performance through affective

commitment as an intervening variable. The research study was conducted at

Kumala Siwi Mijen Kudus Public Hospital.

The method used in this study is quantitative, namely using a representative

sample to answer each statement submitted and using a questionnaire to

collect research data. The research sample was 152 as health workers other

than doctors at Kumala Siwi Mijen Public Hospital with a minimum working

period of two years. The research analysis tool uses the AMOS 22.00

software with the SEM (Structural Equation Modeling) method.

The results showed that servant leadership had no significant effect on the

performance of health workers with a p-value of 0.689 (H1 was rejected).

There is a significant influence of organizational climate on the performance

of health workers with a p-value of 0.006 (H2 accepted). There is a significant

influence of servant leadership on affective commitment with a p-value of

0.001 (H3 accepted). There is a significant influence of organizational

climate on affective commitment with a p-value of 0.022 (H4 accepted).

There is a significant effect of affective commitment on the performance of

health workers with a p-value of 0.025 (H5 accepted). The conclusion is that

affective commitment can be a mediating variable between servant leadership

on the performance of health workers with an indirect effect value of 0.120

compared to a direct effect of 0.066. Then affective commitment does not

mediate between organizational climate and the performance of health

workers because the value of the direct effect is 0.318 greater, compared to

the indirect effect of 0.073.

KEYWORDS

Servant Leadership, Organizational Climate, Affective Commitment and

Performance of Health Workers, Kumala Siwi Mijen Public Hospital

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through 
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Public Hospital) 
 
 
203    Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023 
 
INTRODUCTION 
As the main element in an institution, human resources play a very large role in efforts 
to achieve the goals set by the institution. The role of human resources then develops following 
the development of organizations, science and technology (Abdullah, 2017). Hospitals are an 
integral part of the overall healthcare system that serves patients with various types of services. 
Health problems have a big role in improving people's lives. To overcome these challenges, it 
is  necessary to realize  that  the  success of hospitals  can be caused by the  quality  of human 
resources, so that human resources are seen as important assets  and even an investment for 
hospitals if these personnel are skilled personnel (Widanianti & Suarjana, 2017).  
Health worker performance refers to the extent to which health workers perform their 
roles based on work expertise and efficiently achieve hospital goals (Go-Kyung et al., 2007). The 
performance  of  health  workers  can  be  seen  from  the  care  of  the  services  performed.    The 
performance of health workers is increasingly important considering the increasing demand for 
health service needs from time to time (Barnes, 2022). 
 The Servant Leadership model approach  is able to meet the demands in the workplace. 
When followers are given priority, they are more likely to be engaged and effective in their 
work. The leader plays the role of the person responsible for the organization's resources, both 
financial and other. They focus on what they expect from their followers without neglecting 
their expectations of performance achievements (Eva et al., 2019). 
Spears (2010) identifies the characteristics of the Servant Leadership leadership model  , 
which  include  listening,  empathy,  healing,  awareness,  persuasion,  conceptualization, 
perspective, future, service, and commitment to human growth and community building. These 
characteristics encourage servant leaders to achieve goals and overcome challenges.  Servant 
leadership  is  considered  the  best  leadership  model  for  healthcare  organizations  because  it 
focuses on team strength, trust building, and is patient-oriented to needs. 
In organizational behavior, organizational climate is one of the main concepts (Bahrami 
et al., 2016).  Innovation  and  inspiration  in  organization  can  be  formed  if  supported  by  the 
appropriate  organizational  climate.  Therefore,  leaders  need  to  monitor  the  organizational 
climate in their organizations (Bahrami et al., 2016). 
Research  conducted  by  Muhtasom  (Muhtasom  et  al.,  2017),  Parwati  et  al.,  (2020), 
Setyaningrum  et  al.,  (Setyaningrum  et  al.,  2017),  Retno  et  al.  ,  (Retno  et  al.,  2020)  and 
(Adelekan & Erigbe, 2020) shows that there is a significant positive influence between servant 
leadership  on  employee  performance.  However,  the  results  of  research  by  Kamanjaya 
(Kamanjaya et  al., 2017),  Rocco  (2016),  Lisbijanto  &  Budijanto  (Lisbijanto &  Budiyanto, 
2014), and (Kamanjaya et al., 2017)(Lisbijanto & Budijanto, 2014)(Sihombing et al., 2018) 
showed  different  results.  The  research  shows  that  the  significant  influence  of    servant 
leadership on employee performance is not greater than the influence of mediation. This shows 
that ervant leadership has an  influence on employee  performance if  there are variables that 
mediate  the  relationship  between  the  two  variables.    In  research  conducted  by  Kamanjaya 
(Kamanjaya et al., 2017) the mediation variable used is organizational commitment. Lisbijanto 
& Budijanto (Lisbijanto & Budiyanto, 2014) used mediating variables of job satisfaction, while 
reward. 
This research took the object of research at RSU Kumala Siwi Mijen Kudus, a private 
hospital located on Jl.Jepara Km.6, Mijen Village, Kaliwungu District, Kudus Regency, Central 
Java. Health workers  at  RSU  Kumala Siwi Mijen are  grouped  into  3  (three) service fields, 
namely the Field of Medical Services, the Field of Nursing and Midwifery, and the Field of 
Medical Support. 
 

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through 
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Public Hospital) 
 
 
204    Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023 
 
Literature Review 
 Attribution Theory 
The  attribution  theory  proposed  by  Kelly  (1972)  is  a  further  development  of  the 
attribution theory proposed by Fritz Haider (1958). This theory explains the process by which 
we  identify  the  reasons  or  motives  behind  a  person's  behavior.    A  healthy  and  positive 
organizational climate will create a positive work environment and can support the creation of 
maximum employee performance. Meanwhile, Affective Commitment can  be categorized as 
Disposition  attribution or internal causes that can  trigger employee performance.  Affective 
commitment arises in employees as an individual's emotional attachment to the organization. 
Employees who have affective commitment tend to do a better job, are more productive, and 
perform    better  at  their  jobs.   This  reason  then  underlies  the  idea  that  attribution  theory  is 
relevant to be used to examine the problems in this study. 
Health Workforce Performance 
The performance of health workers in hospitals is a support for health services provided 
to patients for treatment, so that the performance of health workers becomes an important factor 
in hospitals as part of the service process to the community. The performance of health workers 
is important to assess because it aims to understand the shortcomings of the performance that 
has been done so that it can open room for improvements to the quality / quality and efficiency 
of hospitals (Sari, 2018).  
Servant Leadership 
Robert K. Greenleaf first introduced servant leadership in 1970. This leadership model 
talks  about  how  leaders  make  a  positive  impact  on  organizations  when  they  start  with  an 
attitude of serving and encouraging service (Greenleaf, 1977). In this study, Servant Leadership  
is defined as a leadership approach that is realized through one-on-one priorities with individual 
needs, and follower interests (Liden et al., 2015). This approach is a manifestation of concern 
for oneself, concern for others in the organization and the larger community (Liden et al., 2015). 
Organizational Climate 
Organizational  climate  reflects  staff  behavior  and  feelings  towards  their  workplace 
(Bahrami et  al., 2016). The  creation of a positive work climate is the key to organizational 
success and progress and is very important to achieve the best work outcomes of health workers 
(Kaseem, 2015). Mentioned several factors that contribute to a favorable climate and affect the 
performance  of  health  workers.  i.e.  work  facilitation,  concern  for  people  team  building, 
decision  making,  participation,  communication,  customer  service,  quality,  staff,/  doctor 
relations and compensation (Abdullah Mohamed & Gaballah, 2018). 
Affective Commitment 
Affective commitment is described as a decision made by employees to stay with the 
organization, because they believe that their personal values have similarities with the values 
and  goals  of  the  organization.  Employees  also  have  a  desire  to  assist  the  organization  in 
achieving its goals. In short, if an organization is able to select employees with the same high 
value as they have, it  will  make employees highly committed to  the organization  (Allen & 
Meyer1,991).  From  some  of  the  definitions  above,  it  can  be  concluded  that  affective 
commitment  is  related  to  emotional,  identification,  and  employee  involvement  in  an 
organization. 
The Influence of Servant Leadership on Employee Performance 
Servant leadership is the best model for healthcare organizations because it focuses on 
team strength, trust development, and is patient-oriented (Trastek et al., 2014).  Servant Leaders 

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through 
Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus 
Public Hospital) 
 
 
205    Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023 
 
have a strong mind and heart that is able to serve their subordinates (Mustard, 2020).  In this 
study, the students referred to were health workers in hospitals. Thus, servant leadership can 
help improve hospital  performance. In healthcare organizations,  the  quality  of performance 
depends largely on the  quality  of  each professional  working  in  them  (Gaspar  et  al.,  2021). 
Based on the explanation of the theory and the relationship between the variables described 
above, the hypotheses proposed in this study are:  
   H: Servant Leadership has a positive effect on employee performance 
The Effect of Organizational Climate on Employee Performance 
Suliman and Isles (2000) stated that organizations that have a positive work climate can 
increase employee effectiveness.  Thesame view was conveyed by  Bahramia et al., (Bahrami 
et al., 2016). Chahal1 et al., (2012) stated that a good work climate shows staff loyalty and their 
work efficiency to their organization. In certain studies, researchers have found a relationship 
between  organizational  climate  and  employee  performance  (Heyart,  2011).    Based  on  the 
explanation  of  the  theory  and  the  relationship  between  the  variables  described  above,  the 
hypotheses proposed in this study are:  
H: Organizational Climate positively affects Employee Performance. 
The Influence of Servant Leadership on Affective Commitment 
Positive relationships are found and substantiated from various empirical studies related 
to servant leadership and organizational commitment (Liden et al., 2008,  Eisenberger et al., 
2010).    Employeesrecognize    their  leadership  role    as  a  representation  of  the  organization 
(Eisenberger et al., 2010; Tremblay et al., 2017) and reciprocate the behavior of servant leaders 
through positive attitudes and behaviors toward the organization. (Lemoine et al., 2019; Liden 
et al., 2008; (Liden et al., 2015). As a result, when serving leaders show a positive interest in 
the growth, development, and well-being of followers, followers will reciprocate by expressing 
commitment and support for the organization (Eva et al., 2019;Liden et al., 2015); Newman et 
al., 2018). Based  on previous  theoretical and  empirical discussions, this  study proposes the 
following hypotheses: 
H3: Servant Leadership positively affects Commitment Affective 
The Effect of Organizational Climate on Affective Commitment 
Affective  commitment  to  the  organization  represents  a  person's  emotional  bond  and 
attachment to the organization (Meyer &; Allen, 1997). Committed employees have improved 
performance (both in roles and extra roles), as well as lower absenteeism and intent to leave 
the organization (lower actual turnover; Mathieu & Zajac, 1990; Meyer, Stanley, Herscovitch, 
& Topolnytsky, 2002). As a result, organizations are more likely to retain employees who are 
committed to the organization. 
The shared meaning that climate creates helps employees to interpret events and makes 
certain aspects of their work environment more prominent by helping employees to prioritize 
certain  policies  and  practices  over  others.  Based  on  previous  theoretical  and  empirical 
discussions, this study proposes the following hypotheses: 
H4: Organizational Climate positively affects Affective Commitment. 
Effect on  Affective Commitment to Employee Performance 
Affectionist-committed employees tend to do their jobs better and be more productive 
(Meyer and Herscovitch, 2001; Meyer et al., 2002; Riketta, 2002). Based on the explanation of 

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through

Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus

Public Hospital)

206 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

the theory and the relationship between the variables described above, the hypotheses proposed

in this study are:

H5: Affective Commitment has a positive effect on employee performance.

Theoretical Framework of Thought

Figure 1 Theoretical Framework

METHOD

This study uses quantitative methods, Primary data in this study was obtained by

researchers as original data collected according to research objectives by conducting surveys

or observations at RSU Kumala Siwi Mijen.

The population in this study was health workers other than doctors at RSU Kumala Siwi

Mijen with a minimum working period of two years totaling 152 people. These criteria are

taken assuming that in the minimum service period of two years employees have known and

understood the job description and the existing organizational climate. Asample required is a

minimum of 100 people. In this study, the entire population was sampled using census

techniques.

At the initial stage, the questionnaire that had been made was tested (pilot study) first to

30 respondents. Furthermore, the results of the pilot study (trial) measured validity and

reliability. If the respondent's responses obtained are proven to be valid and reliable, then the

research instrument (questionnaire) made is valid and can be distributed Data analysis is carried

out using SEM (Structural Equation Modelling) with the AMOS 22.0 program.

When there are estimated results that are not unique. So there is a way to identify the

problem (Browne and Cudeck in Ferdinand, 2014), namely: (Ferdinand, 2014)

a. Different string values will be reestimated. If the models are not convergent at some point

then there is a problem of assumptions.

b. The model is estimated and then the number of koefficients will be determined, if there

is a fit idex changes then there is an identification problem.

Tabel 1

Goodness of Fit Index

Cut – off Value

X² - Chi Square

 df, =0,05

Significance Probability

≥ 0,05

RMSEA

≤ 0,08

GFI

≥ 0,09

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through

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AGFI

≥ 0,09

TLI

≥ 0,95

CMN/DF

≤ 2,00

CFI

≥ 0,95

Measurement

To conduct this study, we conducted quantitative data processing with the help of

Sofwahare AMOS 22.00 to test the influence of each research variable used in this study, test

research hypotheses, theoretical implications, managerial implications and research conclusions.

The subjects / respondents of this study are health workers except doctors at RSU Kumala Siwi

Mijen with a minimum working period of two years. From the results of the distribution of

questionnaires carried out, as many as 152 samples have provided answers to each question

item given by researchers starting from October 18 to January 2023. The census method is used

in determining research samples, where the entire population is used as a sample with a

minimum working period of two years.

Descriptive Analysis of Research

The Likert scale used in determining the scoring of this study is 1 to 7. A score of 1

indicates the minimum score and a scale of 7 indicates the maximum score. Determination of

the lowest index value by means of 100, namely (percentage) x 1 / 7 = 14.28, then determined

the range of 100 value minus 14.28 = 85.71 which is then divided into 3 to determine the criteria

of the three box methode known results of 28.57. Interpretation of the index value is as follows.

Table 2

Index Number Results

Index Value Range (%)

Index Value

Interpretation

14.28 – 42.85

Low

42.86 – 71.43

Keep

71.44 – 100

Tall

Source: primary data processed, 2023

Index Number Calculation

Calculate anindex developed with the aim of knowing the perception of each respondent

towards the research variables used. The index number is calculated using the formula:

Index Value = (( % F1x1 ) + ( % F2x2 ) + ( % F3x3 ) + ( % F4x4 ) + (% F5x5 ) + ( %

F6x6 ) + ( % F7x7 )) / 7

Respondents' Perceptions of Servant Leadership

Invariabel Servant Leadership measured using 7 indicators, namely Emotional Healing,

Creating Value For The Community, Conceptual Skills, Empowering, Helping Subordinates

Grow And Succeed, Putting Subordinates First and Behaving Ethically, from each respondent's

response regarding the perception of each question will be explained with results The

calculation of the index value is as follows.

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208 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

Table 3

Servant Leadership Variable Index

Indicator

Index

Emotional

Healing

Frequency

0,3

8,6

1,2

2,99

Weight

51,3

8,3

80,9

CreatingValu

e For The

Community

Frequency

7,1

6,6

4,3

6,18

Weight

5,5

39,5

70,4

03,3

Conceptual

Skills

Frequency

5,7

0,7

3,0

5,15

Weight

28,3

03,9

61,2

96,1

Empowering

Frequency

3,7

3,3

2,4

5,34

Weight

18,4

19,7

56,6

97,4

Helping

Subordinates

Grow And

Succeed

Frequency

0,3

2,0

7,8

3,93

Weight

51,3

11,8

24,3

87,5

Putting

Subordinates

First

Frequency

8,9

2,6

7,8

3,93

Weight

44,7

15,8

24,3

87,5

Behaving

Ethically

Frequency

3,7

9,2

7,1

4,77

Weight

18,4

55,3

19,7

93,4

Average Index value

4,61

Category

Tingi

Source: primary data processed, 2023

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Basedon the calculation of the average index value of respondents' answers to Servant

Leadership is known to be 84.61, these results can be concluded that as health workers at RSU

Kumala Siwi Mijen Kudus Regency answer at the high category level in Servant Leadership

in the hospital environment. Of the seven indicators that have a dominant value is Creating

Value For The Community at 86.18 and the one with the lowest value of respondents' answers

to servant leadership is Emotional Healing at 82.99.

Respondents' Perceptions of the Organizational Climate

Organizational Climate is measured using 8 dimensions namely Structure, Motivation,

Communication, Identity, Rewards, Recognition, Affiliation and Support consisting of 32

indicators (research questions), from each respondent's response regarding perception.

Table 4

Organization Climate Variable Index

Dimension

Indicator

STS

ATS

Jml

Index

Structure

Know the purpose,

goals and objectives

of the company.

Frequency

0,0

25,7

53,3

21,1

100

85,06

Weight

0,0

128,3

319,7

147,4

595,4

Knowing the duties

and responsibilities is

clear.

Frequency

0,0

21,1

57,9

21,1

100

85,71

Weight

0,0

105,3

347,4

147,4

600,0

Participate in task

sharing

arrangements.

Frequency

0,0

0,7

15,8

59,2

24,3

100

86,75

Weight

0,0

2,6

78,9

355,3

170,4

607,2

Know the system of

reporting

achievements,

problems in work.

Frequency

0,0

22,4

56,6

21,1

100

85,53

Weight

0,0

111,8

339,5

147,4

598,7

Motivation

Satisfied with the

work done

Frequency

0,0

1,3

46,7

41,4

10,5

100

80,17

Weight

0,0

5,3

233,6

248,7

73,7

561,2

The work

environment

supports work.

Frequency

0,0

20,4

37,5

40,1

2,0

100

74,81

Weight

0,0

81,6

187,5

240,8

13,8

523,7

Get fair treatment at

work.

Frequency

0,0

1,3

36,8

53,9

7,9

100

81,20

Weight

0,0

5,3

184,2

323,7

55,3

568,4

Superiors are always

motivated to do tasks.

Frequency

0,0

29,6

61,8

8,6

100

82,71

Weight

0,0

148,0

371,1

59,9

578,9

Communicati

There is good

communication

between employees

and superiors.

Frequency

0,0

0,7

40,8

56,6

2,0

100

79,98

Weight

0,0

2,6

203,9

339,5

13,8

559,9

There is good

communication

between colleagues.

Frequency

0,0

15,8

42,8

40,8

0,7

100

75,19

Weight

0,0

63,2

213,8

244,7

4,6

526,3

Accustomed to

communicating to

superiors about ideas,

suggestions.

Frequency

0,0

0,7

38,8

59,2

1,3

100

80,17

Weight

0,0

2,6

194,1

355,3

9,2

561,2

The superior gives

orders clearly and

accurately.

Frequency

0,0

0,7

40,1

57,9

1,3

100

79,98

Weight

0,0

2,6

200,7

347,4

9,2

559,9

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Dimension

Indicator

STS

ATS

Jml

Index

Identity

Feel an important

part of the company I

work for.

Frequency

0,0

0,7

29,6

54,6

15,1

100

83,46

Weight

0,0

2,6

148,0

327,6

105,9

584,2

Realizing my

contribution in

achieving company

goals

Frequency

0,0

0,7

25,7

50,7

23,0

100

85,15

Weight

0,0

2,6

128,3

303,9

161,2

596,1

Enjoy the work you

have.

Frequency

0,0

15,8

34,9

35,5

13,8

100

78,20

Weight

0,0

63,2

174,3

213,2

96,7

547,4

Feel connected to the

company's vision,

mission and

philosophy.

Frequency

0,0

1,3

23,0

57,9

17,8

100

84,59

Weight

0,0

5,3

115,1

347,4

124,3

592,1

Appreciation

The compensation

received is in

accordance with

performance.

Frequency

0,0

1,3

33,6

50,7

14,5

100

82,61

Weight

0,0

5,3

167,8

303,9

101,3

578,3

Be well paid for the

performance

performed.

Frequency

0,0

18,4

57,2

24,3

100

86,56

Weight

0,0

92,1

343,4

170,4

605,9

The salary obtained

is sufficient, in

accordance with

expectations and

needs.

Frequency

0,0

27,0

53,3

19,7

100

84,68

Weight

0,0

134,9

319,7

138,2

592,8

Salary is greater than

employees at other

companies in the

same position.

Frequency

0,0

34,9

52,0

13,2

100

82,61

Weight

0,0

174,3

311,8

92,1

578,3

Confession

The superior gives

recognition for the

effort made in the

work.

Frequency

0,0

22,4

70,4

7,2

100

83,55

Weight

0,0

111,8

422,4

50,7

584,9

Received praise for

the work in recent

weeks.

Frequency

0,0

27,6

65,1

7,2

100

82,80

Weight

0,0

138,2

390,8

50,7

579,6

Always get

recognition for a job

well done.

Frequency

0,0

29,6

62,5

7,9

100

82,61

Weight

0,0

148,0

375,0

55,3

578,3

The employer

recognizes the rights

and dignity of

employees.

Frequency

0,0

25,0

67,1

7,9

100

83,27

Weight

0,0

125,0

402,6

55,3

582,9

Affiliate

My coworkers

appreciate me

Frequency

0,0

23,7

59,9

16,4

100

84,68

Weight

0,0

118,4

359,2

115,1

592,8

Superiors are tolerant

when they make

work mistakes.

Frequency

0,0

26,3

61,2

12,5

100

83,74

Weight

0,0

131,6

367,1

87,5

586,2

Help each other with

colleagues in

carrying out work.

Frequency

0,0

30,3

26,3

31,6

11,8

100

75,00

Weight

0,0

121,

131,6

189,5

82,9

525,0

Superiors help in

doing work.

Frequency

0,0

34,9

50,0

15,1

100

82,89

Weight

0,0

174,3

300,0

105,9

580,3

Backing

Supervisors help

solve problems

arising in work

Frequency

0,0

22,4

53,3

24,3

100

86,00

Weight

0,0

111,8

319,7

170,4

602,0

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Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus

Public Hospital)

211 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

Dimension

Indicator

STS

ATS

Jml

Index

The employer

provides the

necessary

information to

perform the job.

Frequency

0,0

15,8

57,2

27,0

100

87,31

Weight

0,0

78,9

343,4

188,8

611,2

The boss considers

the ideas and

suggestions given.

Frequency

0,0

19,1

21,7

42,1

17,1

100

79,61

Weight

0,0

76,3

108,6

252,6

119,7

557,2

Confidently notify

superiors when

problems arise.

Frequency

0,0

15,8

65,1

19,1

100

86,18

Weight

0,0

78,9

390,8

133,6

603,3

Average Index value

82,59

Category

Tall

Source: primary data processed, 2023

Basedon the calculation of the average index value of respondents' answers to the

Organizational Climate of 82.59, it can be concluded that as a health worker at Kumala Siwi

Mijen Hospital, Kudus Regency answers at the high category level in the Organizational

Climate in the workplace. The indicator value that has the highest answer is that the superior

provides the information needed to do the job which is an indicator of the Support dimension

of 87.31. Then the lowest indicator value of the Motivation dimension, namely the work

environment supports work by 74.81.

Respondents' Perceptions of Affective Commitment Variables

Affective Commitment is measured using 5 indicators, namely loyalty, pride in the

organization where you work, taking part in organizational development, considering the

organization to be the best, and emotionally attached to the organization where you work.

Table 5

Affective Commitment Variable Index

Indicator

STS

ATS

Jml

Index

Loyalty

Frequenc

0,0

0,7

5,9

40,1

49,3

3,9

100

78,57

Weight

0,0

2,0

23,7

200,7

296,1

27,6

550,0

Be proud of the

organization where

you work.

Frequenc

0,0

0,7

10,5

40,8

41,4

6,6

100

77,54

Weight

0,0

2,0

42,1

203,9

248,7

46,1

542,8

Take part in the

development of the

organization.

Frequenc

0,0

0,7

3,3

46,1

3,9

100

78,48

Weight

0,0

2,0

13,2

230,3

276,3

27,6

549,3

Considers his

organization to be the

best.

Frequenc

0,0

7,2

57,9

32,9

2,0

100

75,66

Weight

0,0

28,9

289,5

197,4

13,8

529,6

Emotionally attached

to the organization he

works for.

Frequenc

0,0

4,6

39,5

46,7

9,2

100

80,08

Weight

0,0

18,4

197,4

280,3

64,5

560,5

Average Index value

78,06

Category

Tall

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Public Hospital)

212 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

Source: primary data processed, 2023

From the calculation of the average index value of respondents' answers to the Affective

Commitment is known to be 78.06, it can be concluded that as a health worker at RSU Kumala

Siwi Mijen Kudus Regency answers at the high category level of the Affective Commitment

which is in the hospital where you work. Of the five indicators that have a dominant value are

emotionally attached to the organization where he works at 80.08 and the one with the lowest

value of respondents' answers to Affective Commitment is Considers his organization to be

the best at 75.66.

Respondents' Perceptions of Health Worker Performance Variables

The Health Workforce Performance variable is measured using 3 dimensions, namely

Task Performance, Contextual Performance and Counterproductive Work Behavior consisting

of 18 indicators (questions).

Table 6

Health Workforce Performance Variable Index

Dimension

Indicator

STS

ATS

Jml

Index

Task

Performance

Get the job done

Frequenc

0,0

30,3

64,5

5,3

100

82,14

Weight

0,0

151,3

386,8

36,8

575,0

Working Quantity

Frequenc

0,0

38,8

58,6

2,6

100

80,55

Weight

0,0

194,1

351,3

18,4

563,8

Quality of Work

Frequenc

0,0

27,0

60,4

12,6

100

83,66

Weight

0,0

134,9

362,5

88,2

585,6

Work accurately

and neatly

Frequenc

0,0

31,6

65,1

3,3

100

81,67

Weight

0,0

157,9

390,8

23,0

571,7

Planning and

organizing

Frequenc

0,0

42,8

53,3

3,9

100

80,17

Weight

0,0

213,8

319,7

27,6

561,2

Contextual

Performance

Extra tasks

Frequenc

0,0

0,7

30,3

63,8

5,3

100

81,95

Weight

0,0

2,6

151,3

382,9

36,8

573,7

Effort

Frequenc

0,0

0,7

38,2

54,6

6,6

100

81,02

Weight

0,0

2,6

190,8

327,6

46,1

567,1

Initiative

Frequenc

0,0

13,8

19,7

55,9

10,5

100

80,45

Weight

0,0

55,3

98,7

335,5

73,7

563,2

Enthusiasm

Frequenc

0,0

13,8

14,5

60,5

11,2

100

81,30

Weight

0,0

55,3

72,4

363,2

78,3

569,1

Attention to tasks

Frequenc

0,0

1,3

28,3

59,9

10,5

100

82,80

Weight

0,0

5,3

141,4

359,2

73,7

579,6

Tenacity

Frequenc

0,0

0,7

29,6

63,8

5,9

100

82,14

Weight

0,0

2,6

148,0

382,9

41,4

575,0

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Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus

Public Hospital)

213 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

Dimension

Indicator

STS

ATS

Jml

Index

Creativeness

Frequenc

0,0

30,9

39,5

27,0

2,6

100

71,62

Weight

0,0

123,7

197,4

161,8

18,4

501,3

Effective

communication

Frequenc

0,0

0,7

37,5

53,3

8,6

100

81,39

Weight

0,0

2,6

187,5

319,7

59,9

569,7

Counterprod

uctive Work

Behaviour

Complain

Frequenc

0,0

40,9

52,5

6,6

100

80,81

Weight

0,0

204,6

315,0

46,1

565,7

Perform tasks

incorrectly

Frequenc

0,0

40,9

51,2

7,9

100

81,00

Weight

0,0

204,6

307,1

55,3

567,0

Insulting or

gossiping about

coworkers

Frequenc

0,0

34,3

59,7

5,9

100

81,65

Weight

0,0

171,7

358,4

41,4

571,6

Argue with

colleagues

Frequenc

0,0

32,9

61,8

5,3

100

81,77

Weight

0,0

164,5

371,1

36,8

572,4

Abusing privileges

Frequenc

0,0

41,6

51,8

6,6

100

Weight

0,0

207,9

311,1

46,1

565,0

Average Index value

80,93

Category

Tall

Source: primary data processed, 2023

The result of the calculation of the average index value of respondents' answers to the

Performance of Health Workers is known to be 81.19, which can be concluded that as health

workers at RSU Kumala Siwi Mijen Kudus Regency answered at the level of high category

on Health Worker Performance. The indicator value that has the highest answer is Work

Quality which is a dimension of Task Performance of 83.66. Then the lowest indicator value

of health worker performance comes from the Contextual Performance dimension , namely

Creativity of 71.62.

Validity Test

Thevalidity test on each item of the research variable statement Servant Leadership,

Organizational Climate, Affective Commitment and Health Worker Performance each showed

an r-count value >r-table of 0.374 so that it can be concluded that all statement items are valid

and canmeasureeach research variable.

Reliability Test

Table 7

Reliability Test

Variable

Cronbach's Alpha

Value

Information

Servant Leadership

0,775

Reliable

Organizational Climate

0,742

Reliable

Affective Commitment

0,763

Reliable

Health Workforce

Performance

0,739

Reliable

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through

Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus

Public Hospital)

214 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

Source: primary data processed, 2022

Uji reliability variable value of Servant Leadership is 0.775, Organizational Climate

value is 0.742, Affective Commitment value is 0.763 and Health Worker Performance has a value

of 0.739. All research variables have met the assumption of Cronbach's Alpha value above 0.7,

it is concluded that all variables have good reliability.

Research Hypothesis Conclusion

In the test astructural model assumption has been fulfilled, further testing each

hypothesis from this study. If there is a p-value < 0.05 and a critical ratio (CR) value of >1.96,

there is a significant influence between the research variables and the hypothesis can be

accepted. The conclusion of the hypothesis is presented below.

Table 8

Research Hypothesis Conclusion

Research Hypothesis

C.R.

Hypothesis

Conclusion

H1 : Servant Leadership has a direct impact on the

performance of health workers

0,401

0,689

Rejected

H2: Organizational Climate has a positive impact on

the performance of health workers.

2,759

0,006

Acceptable

H3 : Servant Leadership has a positive impact on

Affective Commitment

3,198

0,001

Acceptable

H4 : Organizational Climate has a positive influence

on Affective Commitment

2,286

0,022

Get

Accepted

H5 : Affective Commitment has a positive impact on

the Performance of Health Workers

2,236

0,025

Get

Accepted

RESULTS AND DISCUSSION

Servant Leadership does not have a significant effect on the Performance of Health

Workers at RSU Kumala Siwi Mijen

Servant leadership does not have a significant effect in improving the performance of

health workers at RSU Kumala Siwi Mijen. This means that servant leadership in the hospital

does not have a significant impact on improving the individual performance of each health

worker. Servant leadership in question is where the leadership style that exists within the

Kumala Siwi Wijen General Hospital must prioritize the services provided by the hospital to

patients by cooperating well with subordinates so that the decisions that will be taken for an

important policy are in nature joint decisions that are known by all.

Organizational Climate has a significant effect on the Performance of Health Workers at

RSU Kumala Siwi Mijen

Organizational Climate has proven to have a significant effect in improving the

Performance of Health Workers at RSU Kumala Siwi Mijen. Good organizational climate

conditions in hospitals have a significant impact on improving the performance of health

workers. The organizational climate in Kumala Siwi Mijen Hospital greatly influences

employees in understanding the norms that exist in the work environment, so that each

employee is able to understand the tasks given and can adjust at work.

Servant Leadership has a significant positive effect on Affective Commitment at RSU

Kumala Siwi Mijen

Servant leadership has proven to have a significant effect in increasing Affective

Commitment at RSU Kumala Siwi Mijen. The good servant leadership that has been running

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215 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

at Kumala Siwi Mijen Hospital will increase the affective commitment of each individual

health worker so that it will have an impact on improving employee performance.

It is known that the results of data processing the loading factor value of the servant

leadership indicator are indicator X1.1 (Emotional Healing) of 0.749, indicator X1.4 (Empowering)

of 0.749, indicator X1. 5 (Helping Subordinates Grow And Succeed) of 0.687, indicator X1. 6

(Putting Subordinates First) of 0.809, indicator X1. 7 (Behaving Ethically) of 0.743. Of the five

indicators, the highest value is Putting Subordinates First and the lowest indicator value is Helping

Subordinates Grow And Succeed, this means that Kumala Siwi Mijen General Hospital needs

to maintain and manage well from Putting Subordinates First Which means that the leader

must prioritize subordinates in terms of personal interests, for example, the leave rights owned

by each subordinate must be well accommodated by the leader and other matters concerning

the interests of his subordinates. Then referring to the indicator value that has a low value from

servant leadership is Helping Subordinates Grow And Succeed, meaning that the responsibility

of the leader in terms of helping subordinates grow and succeed needs to be considered more

intensely to every health worker at RSU Kumala Siwi Mijen, for example, providing

opportunities to be in charge of duties and giving promotions when they can carry out their

duties well by achieving predetermined targets.

Organizational Climate has a significant influence on the Affective Commitment at RSU

Kumala Siwi Mijen

Known as a result of processing data on the loading factor value of organizational

climate indicators consisting of 8 dimensions and 27 indicators that are proven to measure its

construct, it is known that the value of the indicator that has the highest value is X2.1 (Knowing

the purpose, goals and objectives of the company) of 0.928 which is the dimension of the

Structure and the lowest indicator value is X2.5 (Satisfied with the work done) of 0.617 which

is the dimension of Motivation, This means that Kumala Siwi Mijen General Hospital needs

to maintain and manage well the knowledge of every health worker about the Vision, Mission,

goals, goals and objectives of the Hospital by often providing socialization on every short-term

and long-term achievement target. Then referring to the value of indicators that have a low

value from the organizational climate is Satisfied with the work done, meaning that the current

conditions that need to be improved by hospital management are job satisfaction from every

health worker working at Kumala Siwi Mijen Hospital by paying attention to safety at work,

salary in accordance with the workload, Career opportunities and facilities that exist in the

workplace that will also have an impact on improving employee performance.

Affective Commitment has a significantpositive influence on the Performance of Health

Workers at RSU Kumala Siwi Mijen

It is known that the results of data processing the loading factor value (estimate) of the

affective commitment indicator are Y1.1 (Loyalty) of 0.660, indicator Y1.2 (Proud of the

organization where they work) of 0.805, indicator Y1.3 (contributing to organizational development)

of 0.701, indicator Y1.4 (Assuming the organization is the best) of 0.743, and indicator Y1. 5

(Emotionally attached to the organization he works for) of 0.805. It is known from the five

indicators that the highest value is the indicator of Pride in the organization where he works and

emotionally attached to the organization where he works , both indicators have the same value

and the lowest indicator value is Loyalty. By referring to the highest indicator value, health

workers working at RSU Kumala Siwi Wijen have felt proud and have a strong emotional

attachment at work, which means that this must continue to be maintained by hospital

management because every employee who feels proud and emotionally good at the

organization tends to have good performance. Then the indicator value that has a low value is

loyalty, meaning that the hospital needs to increase the loyalty of every health worker, in this

case an effort to make employees feel fulfilled in the existing facilities at work, work benefits

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through

Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus

Public Hospital)

216 Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023

in accordance with the specified load, a comfortable and conducive working atmosphere and

the salary received is greater than working in other hospitals.

CONCLUSION

The conclusion of the study is presentedas follows: 1) Servant leadership did not have a

significant effect on the performance of health workers with a coefficient value of 0.075 and

a p-value of 0.689. Servant leadership that already exists at RSU Kumala Siwi Mijen does not

have a significant impact in improving the performance of health workers. 2) The

organizational climate has asignificant effect on the performance of health workers with a

coefficient value of 0.357 and a p-value of 0.006. The organizational climate at RSU Kumala

Siwi Mijen can directly improve the performance of health workers. 3) Servant leadership has

a significant positive effect in increasing affective commitment with a coefficient value of

0.437 and a p-value of 0.001. Servant leadership that already exists at RSU Kumala Siwi

Mijen will have an impact in increasing the affective commitment of each individual health

worker, thus impacting on increased performance. 4) The organizational climate has a

significant positive effect on affective commitment with a coefficient value of 0.266 and a p-

value of 0.022. The good climate of the organization at RSU Kumala Siwi Mijen will have a

positive impact in increasing the affective commitment of each health worker. 5) Affective

commitment has a significant positive effect on the performance of health workers with a

coefficient value of 0.309 and a p-value of 0.025. The performance of health workers at RSU

Kumala Siwi Mijen can increase if affective commitment has been achieved from each

individual employee.

Conclusions on Research Problems :

The Influence of Servant Leadership on Health Worker Performance through Affective

Commitment : The performance of health workers at RSU Kumala Siwi Mijen can be improved

by maintaining and improving the attitude of servant leadership possessed by each leader.

When the servant leadership model applied by a leader in a hospital will lead to affective

commitment from each health worker so that it has an impact on improving the performance

of health workers. Servant leadership can improve the performance of health workers through

affective commitment because it is known that indirect influence is greater than direct influence.

With the highest loading factor value of servant leadership is the X1.6 (Putting Subordinates

First) indicator of 0.809. This proves that the leader in the hospital has and must put the interests

of all people first in terms of the leader's personal interests. Every subordinate certainly has

rights and obligations where a leader must pay attention to it.

Climate Influence Organization Can Directly Improve the Performance of Health

Workers : Affecting the organizational climate can directly improve the performance of health

workers because it is known that direct influences are greater than indirect influences. With

the highest loading factor value of the organizational climate is X2.1 (Knowing the purpose,

goals and objectives of the company) of 0.928 which is a dimension of the Structure. This

means that Kumala Siwi Mijen General Hospital needs to maintain the knowledge of every

health worker about the Vision, Mission, goals, goals and objectives of the Hospital by often

providing socialization on every short-term and long-term achievement target.

Future Research Agenda: Referring to the limitations of researchers for future research

activities that need to be considered, among others. 1) There needs to be a need for the

development of variables in predicting the performance of health workers, by taking many

quality references by looking for what factors can predict the performance of health workers

The Influence Of Servant Leadership And Organizational Climate On Employee Performance Through 
Affective Communication As An Intervening Variabel (Study on Health Workers of Kumala Siwi Mijen Kudus 
Public Hospital) 
 
 
217    Return: Study of Management, Economic and Bussines, Vol 2 No (2), Feb 2023 
 
as mentioned in the limitations of the study. 2) To obtain accuracy from the data collected and 
make it easier to  obtain  data,  it  is recommended  that  future samples be focused  on sample 
representatives from several health workers who are in each installation in the hospital. 
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